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This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E.

By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures.

This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages.

This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.

Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.

Public sector projects still fail to meet delivery expectations, and the lack of significant project management experience in the Australian public service (APS) has been identified as a contributing factor. The purpose of this paper is to investigate the importance of competencies required for delivering public sector projects, as well as challenges faced by the project managers when operating in a public context.

Qualitative semi-structured interviews were used to enlighten the social and operating construct in APS. In parallel, a quantitative survey was used to determine the relative importance of various competencies to effective project delivery.

The research concludes that communication, accountability, business alignment, scope and deliverables, change, and project and program orientation are the most important competencies in APS project delivery. Furthermore, there is evidence that the operating environment acts as a barrier to successful project delivery, noting that it does not let project management practice deploy its full potential for increased effectiveness and efficiency.

The research findings noted that the specific needs, values and functions of project management in the APS are not well defined, and therefore there were limited criteria against which public sector project management competencies could be designed and measured.

This empirical research contributes to the open dialogue of improving efficiency in project management within the APS context. The findings point to the conflict between the operational nature of APS agencies and their project activities, and how they struggle to define themselves as project organizations rather than lack of appreciation to individual competencies.

Effective leaders have emerged as the cornerstone of project success. The major purpose of this paper is to propose a framework to categorize and prioritize leadership competencies for project managers in megaprojects.

In the first stage, this study utilizes PMBOK 6th Edition, IPMA ICB 4.0 frameworks to develop a hierarchy-based four clusters of leadership competencies. In the second stage, a Fuzzy-AHP (Analytic Hierarchy Process) approach was employed to prioritize the leadership competencies for an organization dealing in megaprojects. Finally, using ordinal priority approach (OPA), the results of Fuzzy-AHP method are validated.

Based on PMBOK, IPMA and literature, the proposed framework deduced twenty-four leadership competencies and grouped them in four clusters. The Fuzzy-AHP results indicate that among clusters, people competencies cluster is ranked most important, followed by perspective, practice, and innovation competencies. Considering the sub-categories and global weights, culture/values, governance, interpersonal skills, and development and growth emerged as the most important leadership competencies. The results from OPA corroborate the findings of Fuzzy-AHP method.

Megaprojects are characterized by massive investments and extensive economic and social impact. The proposed framework would be an important aid for policymakers to develop suitable strategies and programs to inculcate leadership competencies that would lead to successful project managers and improved project performance.

The need for this research stems from the need to integrate popular project management frameworks in leadership competencies development in project based organizations. The proposed integrated framework, based on PMBOK 6th Edition and IPMA ICB 4.0 competency frameworks, is an original contribution to understand and prioritize leadership competencies for megaproject success.

The purpose of this paper is to describe the concepts of two new approaches offered by IPMA through its internationally widespread member associations: IPMA Delta® for assessing and developing project management maturity and the IPMA Organisational Competence Baseline (OCB), acting as reference model for IPMA Delta. In addition to this description, a case study reveals insights in the usage of IPMA Delta and the benefits realized through such a holistic assessment of project management maturity.

The paper takes the form of a conceptual paper and a case study.

IPMA Delta is a holistic assessment of the organisational competence in managing projects. Three modules are used to assess the competence of selected individuals, the application of project management in selected projects and the organisation's approach of managing projects. Through the assessment, an organisation gets insights in regard to the current maturity and the Delta to a desired target state. Recommendations drive the continuous development of organisational competences in managing projects, which is shown in the case of the Chernobyl Nuclear Power Plant. This case study also reveals insights in the benefits realized through such a holistic maturity assessment.

This conceptual paper builds on organisational competence in managing projects, a new concept in the world of maturity models offering a holistic view beyond processes.

Even with the recognized impact organizational leaders have on the outcome of digital transformation (DT), a comprehensive scholarly understanding of the competencies that leaders must possess to lead a DT to success is lacking.

To derive and list the competencies considered by experts as necessary for managing DT, the authors recruited 18 international senior managers with relevant experience and applied the Delphi method to survey the managers. Upon the completion of three survey rounds and the authors modifying the response list until consensus was reached, 39 items were shortlisted as constituting key competencies for managing DT. Furthermore, the authors engaged in inductive theorizing to derive propositional statements using these findings.

The practitioners agreed on visionary thinking, agility, understanding the value of data, data-driven decision-making, knowledge of strategy and accepting change as the most important requirements for managing DT. Through inductive theorizing, the authors further derived that the seven discovered clusters fell into two broader competencies – behavioral and strategic – and that each behavioral competency would have varying importance depending on the country and industry that the organization operates in.

As is typical for Delphi studies that involve multiple survey rounds, the study participant response rate was moderate. The implications of this study, in finding that a variety of leadership competencies are needed to ensure successful DT, validate prior research that people, not technology, drive DT.

This study helps mitigate assumptions that successful DT processes are only possible by hiring technological experts, as doing so highlights the importance of behavioral leadership competencies.

The study is one of the first to interlink digital leadership with DT by inductively theorizing behavioral and strategic competencies. The authors also establish that contexts are vital in determining which aspects of leadership competencies are deemed most important in driving DT.

The complexity of projects has become a serious issue and obstacle in their successful completion. In order to overcome these complexities, it has become imperative to identify the relevant management competencies of project managers. The purpose of this paper is to address the problem of cost, time and scope in engineering infrastructure projects due to their complexities through management competencies.

In the first phase of the study, 32 experts were interviewed through semi-structured pre-tested questionnaire. In this phase, essential elements of complexities were identified initially. This was followed by finding required dimensions of competencies to counter these complexities and to acquire improved performance. In the final stage, required levels of competencies for specific elements of complexity were identified. In the second phase, 85 “project managers” were also approached to get feedback about their recently completed public sector engineering infrastructure projects in Pakistan.

The study identified additional dimensions, i.e. honesty, enthusiasm and dedication, in the case of competencies and adverse law and order situation, political instability, land issues, energy crisis and weak authorization of project managers in the case of complexities. Leadership, management skill, communication skill, effectiveness and result orientation were identified as top quality traits required. The study concluded that there is a significant impact of management competencies and complexities on project performance.

The study contributes to a better understanding of how to improve performance in complex engineering infrastructure projects through adopting management competencies. It also empirically illustrates the relations among project management competencies, complexities and project performance. Although the research is grounded on public sector infrastructure projects, its findings may also be helpful for practices in project management of other sectors.

There is a lack of investigation on three areas of competence in the Individual Competence Baseline 4 (ICB4) (IPMA). Furthermore, some studies pointed out the importance of soft skills over hard skills, but this relationship was not explored from the project manager’s competence perspective. This paper aims to analyze the influence of project manager competencies on project success.

The survey involved 100 Brazilian project management professionals. Structural equation modeling (SEM) using a partial least squares (PLS) approach was employed for data analysis.

The competence people was the protagonist of all project success. It affects practice with indirect effects on the impact on the customer. The paper highlights the project manager’s soft skills in reaching customer perception. Besides, the competence people also impacts perspective and, indirectly, preparation for the future.

Personal and interpersonal skills enable the project manager to interrelate with the project environment (organization strategy, governance, structures, processes, standards, power and interest, culture and values) and, therefore, to open a panorama for opportunities as a new market, product or technology. Thus, the new competence area perspective introduced in ICB4 brings an important insight for this research and future studies.

Besides investigating the effect of behavioral competencies on project performance, this research addressed the importance of looking at the indirect effects when exploring models and testing hypotheses for a complete understanding of the relationship between variables.

Hay una falta de investigación en tres áreas de competencia del ICB4 (IPMA). Además, algunos estudios han señalado la importancia de las habilidades blandas en las habilidades duras, pero esta relación no ha sido explorada desde la perspectiva de la competencia del gerente de proyecto. El objetivo de esta investigación es analizar la influencia de las competencias del director de proyectos (ICB4) en el éxito del proyecto.

La encuesta involucró a 100 profesionales brasileños de gestión de proyectos. Para el análisis de datos se empleó un modelo de ecuaciones estructurales utilizando un enfoque de mínimos cuadrados parciales (PLS).

La competencia “Personas” fue la protagonista de todo el éxito del proyecto. Tiene efectos sobre la “Práctica” con efectos indirectos sobre el “Impacto en el Cliente”. El artículo destaca la influencia de las habilidades blandas del gerente de proyecto en la percepción del cliente. Además, “Personas” también incide en “Perspectiva” y, con efectos indirectos, en “Preparación para el Futuro”.

además de investigar el efecto de las competencias de comportamiento en el desempeño del proyecto, esta investigación abordó la importancia de observar los efectos indirectos al explorar modelos y probar hipótesis para una comprensión completa de la relación entre las variables.

Las habilidades personales e interpersonales permiten al director del proyecto relacionarse con el entorno del proyecto (estrategia organizacional, gobierno, estructuras, procesos, estándares, poder e interés, cultura y valores) y, por lo tanto, abren un panorama de oportunidades como nuevas mercados, productos o tecnología. Así, la nueva “Perspectiva” del área de competencia introducida en ICB4 trae una visión importante para esta investigación y para estudios futuros.

This research aims to evaluate the status of project management best practices in the road infrastructure sector of Ghana through the inquiry of project managers’ competency.

Based on a thorough literature review on competency and project management best practices, a criterion for measuring best practices based on the competencies was identified. Using closed-ended questionnaires as a survey instrument, data was collected and analyzed using a one-sample t-test, Kendall’s concordance coefficient and simple regression.

The key finding reveals that in achieving project management best practices for the Ghanaian road infrastructure projects, project managers should straighten and strengthen their capability in terms of skills, personal characteristics and knowledge as ranked. An appropriate blend of these characteristics would be a necessary requirement for project managers. Through this, project managers and project-based road infrastructure organizations will be able to win the confidence of their stakeholders and attain improvements in cost-effectiveness, quality and time management.

This study provides project managers in the road infrastructure sector with relevant information on which criteria and variables are critical and are frequently required to manage such projects. This will be helpful for training programs and professional development of project managers in the road infrastructure sector.

The study provides a new direction and focuses for project managers in the road infrastructure industry toward best project management practices in developing countries. It also complements existing studies in this area which deepen the understanding of the subject area.

This article examines the effect of the customer focus (CF) group of competencies, which includes communication and negotiation skills, on project performance as measured by reaching the internal and the overall budget, the quality, and the deadline goals.

The multiple regression model was based on a dataset from Trimo, an engineering and production company of prefabricated buildings.

The inverted U-shaped relationship of the CF group has been proven to exist with all project goals.

The present study provides a starting-point for further empirical research on the international construction sector, projects, teams, and competence research.

The success of projects clearly relies on project management personnel and particularly on project managers. Their performance and capacities are based on the achieved competencies. The purpose of this paper is to address possible discrepancies between the views arising from the research results and standards of practice related to project managers’ competencies.

For reaching the aim of the study, a comprehensive literature review, covering previous studies and related standards of practice was conducted, and analyses of competencies in the studies and standards of practice containing the rank of competencies based on frequency of appearance were developed.

The findings are proposing four discrepancies between the results of previous studies and standards of practice: commonly existing/missing competencies; uneven priority of some competencies in the view of researchers vs standards of practice; uneven degree of consensus on the importance of competencies; and research results are more context-oriented than the standards of practice. In addition, 98 project managers’ competencies were identified, from which 68 were qualified as weighty ones. Moreover, a categorization of project managers’ weighty competencies was developed. Finally, a list of competencies of relevance for different project types and their targets is presented.

The findings of this study provide a contribution with respect of present knowledge over project managers’ competencies by recognizing certain discrepancies between research results and standards of practice. Another contribution of the study is the comprehensive list of competencies together with considerations of their relevance in different project contexts and in different project types.