abstract: The goal of this research study was to identify the competencies the Project Manager (PM) will need to respond to the challenges the construction industry faces in 2022 and beyond. The study revealed twenty-one emerging challenges for construction PMs grouped into four primary disruptive forces: workforce demographics, globalization, rapidly evolving technology, and changing organizational structures. The future PM will respond to these emerging challenges using a combination of fourteen competencies. The competencies are grouped into four categories: technical (multi-disciplined, practical understanding of technology), management (keen business insight, understanding of project management, knowledge network building, continuous risk monitoring), cognitive (complex decisions making, emotional maturity, effective communication), and leadership (leveraging diverse thinking, building relationships, engaging others, mentoring, building trust). Popular data collection methods used in project management research, such as surveys and interviews, have received criticism about the differences between stated responses to questions, what respondents say they will do, and revealed preferences, what they actually practice in the workplace. Rather than relying on surveys, this research study utilized information generated from games and exercises bundled into one-day training seminars conducted by Construction Industry Institute (CII) companies for current and upcoming generations of PMs. Educational games and exercises provide participants with the opportunity to apply classroom learning and workplace experience to resolve issues presented in real-world scenarios, providing responses that are more closely aligned with the actual decisions and activities occurring on projects. The future competencies were identified by combining results of the literature review with information from the games and exercises through an iterative cycle of data mining, analysis, and consolidation review sessions with CII members. This competency forecast will be used as a basis for company recruiting and to create tools for professional development programs and project management education at the university level. In addition to the competency forecast, the research identified simulation games and exercises as components of a project management development program in a classroom setting. An instrument that links the emerging challenges with the fourteen competencies and learning tools that facilitate the mastering of these competencies has also been developed. / Dissertation/Thesis / Ph.D. Civil and Environmental Engineering 2012

Diplomová práce se skládá z pěti částí; každá má opodstatněný důvod a stanovený cíl. V první části teoreticko-metodologické jsem vyzvedla nejdůležitější kapitoly projektového řízení, které se prolínají do praxe. Bez znalostí teorie by ani nešlo takový velký projekt řídit a dovést do úspěšného konce. Nejvíce se opírám o splnění podmínky trojimperativu, procesu řízení projektů, a především organizování projektového týmu.

The purpose of this research is to continue examining the project management process. The management of projects is complicated. It is the complexity of the process that makes a project so difficult to control. This research examines the effect of particular facets of the project manager's skill set and operating environment on management decisions.

Millions of people around the world consider project management as their major task in their profession, yet the demand for project managers is still increasing. To face this demand many organizations use consultants as project managers for their projects. However, the literature in project management tend to ignore potential differences between internal project managers and consultants as project managers. This thesis is written on commission for LKAB which is a Swedish mining company who conduct around 60-80 projects yearly. Projects at LKAB is managed by internal professional project managers, internal line-managers and consultants as project managers. Despite having three different categories of project managers LKAB has little knowledge about potential differences in how they manage projects. Thus, the purpose of this thesis is to make a case study on project managers at LKAB in search to answer our research question: How do internal project managers, line-workers and consultants manage projects differently? To answer our research question we developed a theoretical frame where we present research which we suggest have given an answer towards the previously discussed question if project leadership has a direct impact on project success or not. Research has found that project leadership has a direct impact on project performance which we consider crucial since it impact the relevance of our study. In our theoretical frame we also present research in outsourcing, project planning and organizing, education, perspectives in project management and theories of project management competencies and skills. There are two perspectives in project management, task perspective which focus on achieving the project objectives and the organizational perspective where they emphasize the relationship between the temporary organization and the permanent organization where main focus is to create value for the receiving organization. To gather data we conducted nine semi-structured interviews in Kiruna with three line- mangers, three internal professional project managers and three consultants which has been hired as project managers by LKAB. We found support to a previous study which showed that project managers have different perspectives towards project management. Furthermore, we found a connection between the project managers perspective and how they prioritized between project goal or effect goal. Project managers with an organizational perspective consider the effect goal to be more important than the project goal and vice versa. We also found that line-managers as project managers do not plan their projects, or manage risk in the same way as professional internal project managers or consultants.

Projects that work in complex, uncertain, and dynamic environments, such as research and development (R&D) projects, require a different approach to project management. New approaches have been developed in the last decades as a response to traditional project management to address the uniqueness of the project characteristics. In the mid-1990s, Agile Project Management (APM) was introduced which aimed to address projects that face high levels of complexity and uncertainty. APM aims to develop innovative and complex products that face a constant changing environment.   APM enables a project manager to cope with the challenges presented by R&D projects by delivering customer value through innovative products and a leadership-collaboration management style, which would require certain competences. Traditional PM has focused on the importance of technical competences for successful PM. However, in the last decades two more set of competences have gained importance, contextual and behavioral competences. Several studies have demonstrated the importance of behavioral competences for project managers dealing with highly complex and uncertain projects. Competences such as leadership, communication, flexibility, and creativity have been identified as essential behavioral competences for project managers in turbulent project environments.   This study aims to show what behavioral competences are needed for an agile project manager engaged in R&D projects in the Swedish biotechnology sector. In this way, the research will extend the existing evidence of APM and behavioral competences to a new industry, due to the limited focus of the current research on software development agile projects. The methodology of the study follows a qualitative strategy and a case study design that focuses on the biotechnology sector in the Umeå region. The study achieves an intensive examination of the behavioral competences through a semi-structured interviews method with respondents from five organizations, which represent different segments of the sector.   The findings of the research study show that organizations in the biotechnology sector in Sweden use APM to deliver R&D projects. These organizations follow the APM characteristics to address complexity, uncertainty, and dynamism in R&D projects. In addition, the findings present evidence that behavioral competences are highly important for agile project managers in the biotechnology sector, and considered as the most important competences. Furthermore, the biotechnology sector acknowledges the importance of four competences: creativity, communication, flexibility, and leadership. The four identified behavioral competences allow an agile project manager to enable APM characteristics such as iterative and adaptive life cycles, change management, flexible planning, people orientation, collaborative leadership style, small and self-organized teams, tacit knowledge, and informal communication. The findings suggest that by enabling these characteristics, an agile project manager is able to deliver customer value through innovation and leadership-collaboration management style, hence, successfully addressing the characteristics of a biotechnology R&D project in Sweden.

Hlavním cílem práce je postihnout vlastnosti a schopnosti takových projektových manažerů, o nichž je možné říci, že jsou ve svých výsledcích výjimeční. Dílčím cílem pak je pokusit se nejprve analyzovat tyto aspekty vedoucích projektů z dostupné literatury a poté ověřit výsledky analýzy v praxi pomocí osobních interview. Vlastním přínosem této práce pro společnost je sestavení Testu rozpoznání výjimečnosti projektového manažera. Tento test by mohl sloužit v IT/ICT organizacích k rozpoznání potenciálu skutečné výjimečnosti u výběrových řízení.

The master's thesis focuses on the use of methods of the project management in ABC s.r.o., based on the analyse of the current state in company. Thesis uses theoretical knowledge of project management and its goal is to prepare proposals for solutions for ABC s.r.o.. These proposals for solutions are applicable in practice.

No description available.

This paper examines how the advance of Artificial Intelligence (AI) technologies may affect the role of project managers. It draws on a narrative literature review and semi-structured interviews conducted with seventeen project managers from various industries in Sweden. The theoretical framework of the study is based on Wachnik's stages of AI development and categorization of core competencies for project success of Alvarenga et al. The results of this paper suggest that even though the current uptake of AI technologies is still low in project management practices, project managers can already start preparing for the potential paradigm shift by focusing on developing competencies such as communication, leadership, and understanding the technological context. Moreover, the authors developed the Holistic Competencies Triangle model to navigate project managers through the competencies needed for successful and effective project management when AI is more widely adopted. / Denna studie undersöker hur utvecklingen av artificiella intelligensteknologier (AI) kan påverka projektledarens roll. Studien är byggd på en narrativ litteraturöversikt och semistrukturerade intervjuer som genomfördes med sjutton projektledare från olika branscher i Sverige. Studiens teoretiska ramverk baseras på Wachniks steg för AI-utveckling och kategoriserade kärnkompetenser för projektframgång av Alvarenga et al. Resultatet tyder på att även om den nuvarande användningen av AI-tekniker fortfarande är låg inom projektledningspraxis, kan projektledare redan börja förbereda sig för det potentiella paradigmskiftet genom att fokusera på att utveckla kompetenser som kommunikation, ledarskap och förstå den teknologiska kontexten. Dessutom har författarna utvecklat en holistisk kompetens-triangelmodell för att navigera projektledare genom kompetenserna som krävs för en lyckad och effektivt projektledning när AI blir mer utbrett.

[pt] Esta tese investiga o papel moderador da inteligência cultural na relação das características dos gerentes de projeto e o sucesso dos projetos. A tese é composta por dois estudos principais: (a) em primeiro momento, por meio de um estudo bibliométrico com uso de citação, cocitação, pareamento e análise fatorial, buscou-se entender o que tem sido estudado em inteligência cultural e qual estrutura intelectual e a pesquisa atual do tema. (b) no segundo estudo, por meio de pesquisa com gestores de projetos e utilização dos dados em uma regressão, objetivou-se investigar a influência do gerente no desempenho, considerando suas características individuais, em especial, a inteligência cultural, como uma capacidade que pode alterar o comportamento do gerente e o desempenho de um projeto. Como contribuição estão presentes o entendimento do que tem sido estudado em inteligência cultural e a estrutura intelectual bem como quais as implicações das carateristicas individuais, em especial a inteligência cultural, de um gestor de projetos no sucesso de um projeto. / [en] This thesis investigates the moderating role of cultural intelligence in the relationship between project managers characteristics and project success. The thesis is composed of two main studies: (a) first, through a bibliometric study using citation, cocitation, pairing and factor analysis, I sought to understand what has been studied in cultural intelligence and what intellectual structure and current research on the topic. (b) in the second study, through research with project managers and the use of data in a regression, my objective was to investigate the manager s influence on performance, considering their individual characteristics, in particular, cultural intelligence, as a capacity that can change the behavior of the manager and the performance of a project. As a contribution are present the understanding of what has been studied in cultural intelligence and the intellectual structure as well as the implications of individual characteristics, especially cultural intelligence, of a project manager in the success of a project.