The Competencies of Effective Project Managers: A Conceptual Analysis

Abstract

Senior officials have long sought effective managers to oversee businesses. Managerial effectiveness as used herein refers to a manager's demonstrated proficiency in a repertoire of knowledge, skills, and abilities (competencies), which promote organizational success. Ten competencies are identified as those possessed by effective project managers. The various behaviors associated with those ten competencies provide a basis to typify an effective, results-oriented project manager. Being results-oriented keeps project managers focused on long-term goals and quality in spite of the daily routine and deters the manager from becoming lost in day-to-day details. Introduction Senior officials have long sought effective managers to oversee businesses. The effectiveness of those managers is crucial, particularly in organizations charged with the design, development, and fielding of new products. As of 2003, only one-third of all IT projects can be deemed successes, and time over-runs have increased to 82%. According to industry research from Gartner, poor project manager competency accounts for 60% of project failures (Maclnnis, 2003). Clearly the need for cultivating effective project managers is critical because a project's success or failure can be vital to organizational interests and the influence of the project manager is crucial to the success of the project (Ammater & Dukerich, 2002). Well-led organizations tend to attract quality applicants, produce satisfied employees, incur less unwanted turnover, engender loyal customers, and yield impressive financial return (Pernick, 2001). Effective project managers demonstrate a results-oriented attitude. The concept keeps project managers focused on long-term goals and quality in spite of the daily routine; it deters the manager from becoming lost in day-to-day details. Specific attitudes, behaviors and competencies are characteristic of results-oriented, effective project managers. Managerial Effectiveness Management lends itself well to prescriptions for improving organization function. Attempts to assist in the quest for effectiveness, such as Total Quality Management (TQM), Management by Objectives (MBO), Management-By-Walking-Around (MBWA), Management by Exception (MBE), ISO 9000, and Six Sigma, focus organization managers on techniques (Thompson & Strickland, 2001; Peters, 2003). Techniques, however, tend to gain, then lose popularity, perhaps because techniques alone can neither ensure nor provide a measurement of managerial effectiveness, which is a key to organizational success (Flores & Utley, 2000). A focus on popular methods and tools without analysis or integration into a strategic plan will only lead to marginal improvements (Sandholm, 1999). Managerial effectiveness refers to a manager's demonstrated proficiency in a repertoire of knowledge, skills, and abilities (i.e. competencies) that promote organizational success (Boyatzis, 1982). Figure 1 presents ten competencies, with associated behaviors, indicative of an effective results-oriented project manager (Price, 1993). The ten competencies are grouped into five clusters. Goal and Action Management The first cluster of competencies focuses on the manager's ability to keep site of the project mission and to initiate action to efficiently achieve the goal. Acute analytical, problem-solving skills and a personal drive toward accomplishment further characterize this cluster. Diagnostic use of concepts is displayed by managers who are deductive and analytical. They typically use a concept or framework to interpret events and analyze situations. Managers proficient in this competency are deductive thinkers who test information by analyzing it against their concept or framework. They also distinguish between relevant and irrelevant information, and uncover deviations from plans (Boyatzis, 1982; Zenger & Folkman, 2003). Managers having an efficiency orientation set high personal work standards, are self-motivated, establish challenging but realistic goals and deadlines, organize their work efficiently, overcome obstacles, and achieve those things they set out to accomplish. …

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