The government of Abu Dhabi made a decision to change the focus of the government from executer of the project to manager of projects in 2008. More and more work was sub-contracted and government departments just project managed the operations. Due to this change in focus the demand for project managers increased. Most of these project managers were not specially trained or educated in project management competencies. They primarily were employees from older operations who were reassigned for project management purposes. What has been realised now is that it is important to have a look at the competencies of these employees and make sure they are suitable to be project managers. In addition to them being suitable for project management positions, it is also important that there is a specific progression path and well defined expectations to be promoted to the next level. Therefore, there is a need to clearly identify the career path of a project manager from the inception of their careers until they retire. The path has to have identifiable objective points which could be used to decide if the project manager is ready to move to the next level. A framework is needed that can facilitate the progression of a project manager in their career paths in the Abu Dhabi government departments; and therefore, is the main aim of this thesis. In order to accomplish the aim, a mixed methods approach was taken. The Use of initial interviews established the context for Abu Dhabi. Use of statistical techniques such as multiple regression and mathematical technique of DEMATEL helped identify the career path from an entry level project coordinator position to a programme director position through the end of the career. The major findings of this research in addition to the development of the framework are: 1) the career path of a project manager is quite linear; 2) it is not an add-on role but a career in itself; 3) At the entry level of a project an individual should have high level of behavioural competencies; 4) There is a relationship between project success criteria and programme success factors; Since project success leads to programme success, this relationship could be used to establish the transition between a project manager and a programme manager’s role. 5) The technical and contextual competencies of a project manager should be used to promote them during their time as project managers; and 7) Within the programme management there are some competencies that can be regarded as the cause group of competencies and others that could be regarded as the effect group of competencies. There are several major implications of this work. First of all, the framework developed will act as a good starting point for all the government departments to establish their own project management progression framework which could be modified with their own discipline specific information. This research also establishes the importance of behavioural competencies for project management at the outset of the career itself. The framework also provides an objective way of assessing when an individual is ready to move to the next level of responsibilities within the organisation. This framework will further make the promotion process more transparent and the job of evaluating a promotion application easier.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:714229 |
| Date | January 2015 |
| Creators | Al Shaiba Khamis Abdulla Al Sheryani, Y. |
| Publisher | University of Salford |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://usir.salford.ac.uk/34766/ |
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