Books & Lecture Notes by Robert Nkgoeng
Many organizations around the world are investing in project management tools and tech- niques wh... more Many organizations around the world are investing in project management tools and tech- niques which includes software for scheduling and budget tracking. However, they do this without evaluating the competency levels of project managers who are mostly hired based on their technical competence.
Traditionally, the approach for hiring project managers has been biased towards the right technical engineering qualifications. In today’s world the practice extends beyond techni- cal competency of project managers. Consider for instance the personal and contextual competences as advocated by International Project Management Association Competence Baseline Version 3.0 (ICB3) and International Project Management Association Compe- tence Baseline Version 4.0 (ICB4). This research investigates the current competency levels of project managers and the perception senior managers have of the competence levels of project managers. The research questions were as follows: 1) What is the level of competence of project managers within the organization? 2) What are the senior man- agers’ perceptions regarding the project managers’ level of competence? The formulated questions were investigated under the guidelines of the Global Alliance for Project Perfor- mance Standards (GAPPS) model to evaluate the competencies by using the six units of competences. Data were collected through the use of questionnaires that were sent out to 16 project managers and four senior managers respectively.
The data from the questionnaires were analysed to identify similarities and differences in the frequencies of the units of competencies. Frequently occurring responses on some units of competence were noted. The differences and similarities in responses were grouped together and the trends were identified based on the responses.
The results provided strong evidence that allowed for the easy identification of gaps.
iv
The conclusion and recommendations are based on the evidence. The challenges regarding stakeholder relationship management and risk management were prevalent. Inadequate risk management can severely hamper the profitability of the organization. Project managers can use the findings of this study to improve their level of competence on the units that were identified as of great concern. They can use the findings from the study to create more effective risk management plans and stakeholder relationship management plan.
The approach that was used for this study can be applied to the other three gas companies in South Africa to further understand the competency levels and what needs to be done to improve the competency levels and close the gap between the project manager’s view of his competency level and the senior manager’s perception regarding the level of Competency.
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Lecture Notes by Robert Nkgoeng
Each year I set a Mock Examination paper for students in preparation for their end of year exams.
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Books & Lecture Notes by Robert Nkgoeng
Traditionally, the approach for hiring project managers has been biased towards the right technical engineering qualifications. In today’s world the practice extends beyond techni- cal competency of project managers. Consider for instance the personal and contextual competences as advocated by International Project Management Association Competence Baseline Version 3.0 (ICB3) and International Project Management Association Compe- tence Baseline Version 4.0 (ICB4). This research investigates the current competency levels of project managers and the perception senior managers have of the competence levels of project managers. The research questions were as follows: 1) What is the level of competence of project managers within the organization? 2) What are the senior man- agers’ perceptions regarding the project managers’ level of competence? The formulated questions were investigated under the guidelines of the Global Alliance for Project Perfor- mance Standards (GAPPS) model to evaluate the competencies by using the six units of competences. Data were collected through the use of questionnaires that were sent out to 16 project managers and four senior managers respectively.
The data from the questionnaires were analysed to identify similarities and differences in the frequencies of the units of competencies. Frequently occurring responses on some units of competence were noted. The differences and similarities in responses were grouped together and the trends were identified based on the responses.
The results provided strong evidence that allowed for the easy identification of gaps.
iv
The conclusion and recommendations are based on the evidence. The challenges regarding stakeholder relationship management and risk management were prevalent. Inadequate risk management can severely hamper the profitability of the organization. Project managers can use the findings of this study to improve their level of competence on the units that were identified as of great concern. They can use the findings from the study to create more effective risk management plans and stakeholder relationship management plan.
The approach that was used for this study can be applied to the other three gas companies in South Africa to further understand the competency levels and what needs to be done to improve the competency levels and close the gap between the project manager’s view of his competency level and the senior manager’s perception regarding the level of Competency.
Lecture Notes by Robert Nkgoeng
Traditionally, the approach for hiring project managers has been biased towards the right technical engineering qualifications. In today’s world the practice extends beyond techni- cal competency of project managers. Consider for instance the personal and contextual competences as advocated by International Project Management Association Competence Baseline Version 3.0 (ICB3) and International Project Management Association Compe- tence Baseline Version 4.0 (ICB4). This research investigates the current competency levels of project managers and the perception senior managers have of the competence levels of project managers. The research questions were as follows: 1) What is the level of competence of project managers within the organization? 2) What are the senior man- agers’ perceptions regarding the project managers’ level of competence? The formulated questions were investigated under the guidelines of the Global Alliance for Project Perfor- mance Standards (GAPPS) model to evaluate the competencies by using the six units of competences. Data were collected through the use of questionnaires that were sent out to 16 project managers and four senior managers respectively.
The data from the questionnaires were analysed to identify similarities and differences in the frequencies of the units of competencies. Frequently occurring responses on some units of competence were noted. The differences and similarities in responses were grouped together and the trends were identified based on the responses.
The results provided strong evidence that allowed for the easy identification of gaps.
iv
The conclusion and recommendations are based on the evidence. The challenges regarding stakeholder relationship management and risk management were prevalent. Inadequate risk management can severely hamper the profitability of the organization. Project managers can use the findings of this study to improve their level of competence on the units that were identified as of great concern. They can use the findings from the study to create more effective risk management plans and stakeholder relationship management plan.
The approach that was used for this study can be applied to the other three gas companies in South Africa to further understand the competency levels and what needs to be done to improve the competency levels and close the gap between the project manager’s view of his competency level and the senior manager’s perception regarding the level of Competency.