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The purpose of this research was to find out critical project competences. Data were collected from two cases by means of interviews and questionnaires. The research approach was exploratory and based on case research and analytical modelling. Competences are critical success factors for projects. This study argues that the traditional project management competences, even though they are perceived as being critical, are not in themselves sufficient. A shared understanding of the project as a whole and knowing and understanding the goals are critical. Communication between the members is also critical. Communication involves, besides the actual project team, the entire network the project is part of. The competences required are more or less combinations of various competences, i.e. collective competences.

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.

This study aims to investigate the relationship between project management competency, job motivation and performance in people engaged in electronic commerce (e-commerce). A questionnaire was developed for e-commerce workers in various professional aspects including business strategy planning, content management and design, sales services, marketing business sales, host settings, analysis and management. A total of 299 valid questionnaires were retrieved. Multiple regression analysis was applied to the testing and analysis on important competences for project management and the factors influencing job performance.

In this study, the related indexes are measured mainly through appropriate questionnaire design and the questionnaires were mainly distributed among employees and managers of the e-commerce enterprises. Tables 5–1 provide the personal profiles of the e-commerce personnel. A total of 350 questionnaires were distributed and 320 questionnaires were returned. After the 320 questionnaires were sorted and categorized, 21 incompletely-filled and invalid questionnaires were excluded, for a total of 299 valid questionnaires that were returned. Based on the quantitative data obtained from the returned valid questionnaires, files were created and statistical analyzes were conducted by the computerized statistical software statistical product and service solutions 21. According to the research question and nature of this study, the present study mainly adopted statistical methods, including descriptive statistical analysis, reliability analysis, Pearson’s correlation analysis and regression analysis.

The results suggested that the project management competency of those engaged in e-commerce had a positive influence on their work performance. The capabilities in the management of integration, scope and procurement were significantly important factors identified in this study. In addition, the internal and external motivations of those engaged in e-commerce had a positive influence on work performance, and thus, facilitated their influence on the project management competency. The results and statistical analysis could be a reference in e-commerce-related business management and serve as the basis for evaluation of the training of project management competencies for those engaged in e-commerce and further improvements of human capitals and corporate competitive advantages.

This study used literature on project management competence and job performance as a foundation; previous studies argue that project management competence has a positive correlation with job performance. Empirical results reveal that among the e-commerce personnel, most dimensions of project management competence are significantly correlated with job performance. This study reveals that stakeholder management competence, the newly introduced 10th dimension of project management competence, is also significantly correlated with job performance. Therefore, study results reveal that project management competence has a significant positive correlation with job performance. In this study, the two constructs of internal motivation and external motivation in job motivation are introduced for use as disturbing factors. Empirical results reveal that internal motivation and external motivation have a significant positive disturbing effect with respect to the influence of cost management competence and human resource management competence on job performance. Hackman and Oldham (1975) contend that the jobs calling for a variety of skills can boost the job motivation of employees. Study results reveal that job motivation is of great importance to the influence of project management competence on job performance and can be used as the basis for improving job performance.

Knowledge-intensive organizations tend to be project intensive having many projects of different size and importance. In this context, competence evolves through projects. The purpose of this paper is to identify the mechanisms that steers competence management in these kinds of organizations and also the factors that are involved in the human capital contribution to competitive advantage in relation to the interaction between parent organizations and projects.

This study has a contingency theory perspective and consists of a literature search in the following domains: project-intensive organizations, knowledge-intensive organizations, competence management, human resource management and dynamic capabilities and learning.

The main contribution of this study is the theoretical framework derived from different domains. The framework is called the competence loop and explains how projects generate competence that the parent organization can either exploit in further activities or use for strategy adjustment. It also explains how an organization can use learning strategies to support competence exploration/exploitation. Another contribution is the description of the relationship between dynamic capabilities and organizational learning in project-intensive organizations.

This paper is a conceptual paper intended to create a base for further empirical studies.

The paper combines different domains to define a framework that is a new approach to competence management in a project-parent organizational context. The framework includes learning and competence management characteristics and has both theoretical and practical value.

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.

The purpose of this paper is to investigate the relative importance of project managers' attitudes towards their project and their leadership competences for achieving project success. Leadership competences were assessed as emotional, managerial, and intellectual competences (EQ, MQ, IQ, respectively) using the leadership dimensions questionnaire. Attitudes were assessed through the importance project managers assign to the project success criteria.

Building on the competency school of leadership theories, this study used 400 responses to a global web‐based questionnaire to identify the variances in attitudes and leadership competences of project managers and its relation to project success. ANOVA and regression analyses were used to identify how attitudes and leadership competences related to project results.

The paper identifies two types of results variances, these are, variances in project results and variances in business results. The former is caused by the attitudes of project managers, the latter is caused by a mixture of their attitude and emotional competences.

The results show the relative importance of specific attitudes and leadership competences for different types of project success.

The results indicate key areas for project manager development in order to move from mediocre to superior project results.

The paper builds on prior work in EQ, MQ, and IQ for project management and is the first study to identify a migration theory for the combination of attitudes and leadership competences for project success.

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.

Competence management should no longer be considered as disconnected activities with few relationships with the organizational goals. It is the viewpoint that competence management as a whole consists of different mechanisms and strategies that involve many functions in the organization and link strategy, product/service development, and innovation. The purpose of this paper is to explore how a public knowledge-intensive, project-intensive organization manages competence in relation to its organizational goals and to identify which mechanisms are involved in this process as well as the underlying factors of those mechanisms.

The research was conducted following a single case study approach using several sources of evidence in a public organization responsible for public transport in the south of Sweden.

A theoretical framework called the competence loop is used as a platform. The results expand the framework by identifying underlying factors constituting the mechanisms and categorizing those factors in organizational and social dimensions. Another contribution is the competence concept including the factors that generate new competence. Furthermore, the study highlights that organizational culture has an impact on efficient competence management.

This study was conducted in a public organization; similar studies should be conducted in other kinds of knowledge-intensive, project-intensive organizations.

The results provide support to practitioners when trying to understand how competence evolves, how to facilitate learning in organizations that are reliant on human resources, how to manage competence to achieve organizational success, and show the role of the project as a competence arena.

The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities.

A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection.

After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners.

This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.

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.