• Journal of Korean Society for Quality Management
• /
• v.42 no.3
• /
• pp.373-386
• /
• 2014

Purpose: This paper seeks to analyze the relationship between project sponsor roles and project manager competencies which may account for project performance quality. Methods: After an extensive literature review, the structural equation modeling was conducted test the research model. The data was collected from project manager training course attendees by the questionnaire. Results: The results of structural equation modeling show that project sponsor roles effect on project manager competencies. Project manager competencies have a positive effect on project performance quality. Conclusion: The authors demonstrate that project sponsor external roles are related positively to project performance quality. And project manager professionalism has a positive effect on project manager communication. A number of significant findings are reported including the empirical verification that project sponsor roles, and project manager competencies may all be directly related to project performance quality.

• Journal of Korea Technology Innovation Society
• /
• v.3 no.2
• /
• pp.48-60
• /
• 2000

An effort has been made in this paper to measure the project manager's reaction to R&D project evaluation and present the useful information related to rebuilding an R&D evaluation system. Results of this study show that project manager's reaction is related to the selection of reasonable items for evaluation, the rater's expertise, the project manager's participation in evaluation process and so on. Accordingly, managers of the research institute have to set up the evaluation system after deeply considering these results.

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.1564-1569
• /
• 2009

Project managers play a key role in cost, time, and quality of a project. Selection of an appropriate project manager, therefore, is considered as one of the most important decisions in any construction project. It should be noted that most important decision makings are carried out by the project manager throughout the project. Traditionally, project manager selection in construction companies in Iran is through organizing an interview with candidates and selecting the most appropriate choice in accordance with the capabilities, potentials and individual specifications coupled with the requirements of the project. In the same direction, organizing interview on selection of appropriate candidate is usually carried out by senior managers of companies. Determination of the most important criteria for selection of project managers and also identification of significance coefficient of each criterion can highly help senior managers of companies to make sound selection decisions. In this paper, a numerical model has been considered for determination of significance of each criterion, details of which are submitted for selection of project manager in Iranian petrochemical, oil and gas sector companies. For this reason, all criteria- considered by senior managers of the companies under study- are first determined. Then, information obtained through 38 interviews, conducted by senior managers of the mentioned companies while selecting project manager, is analyzed. Significant coefficient of each criterion is calculated through the accumulated data using fuzzy curves method.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.12 no.1
• /
• pp.87-99
• /
• 2017

This study is intended to look into the structural relationships between project manager's creative thinking, entrepreneurship, and project performance. To achieve this, research model and hypothesis were established to carry out statistical analysis based on the results of an empirical sample survey. The findings showed that project manager's creative thinking didn't improve project satisfaction directly, but it improved project satisfaction through the mediating effects of project manager's entrepreneurship. While it had a direct effect on perceived project performance, project manager's entrepreneurship was not mediated in this process. This suggests that even if project managers have a high expertise, thinking skill and motivation as creative thinking in working on the project, they have the limitation in leading to customer satisfaction from a personal perspective.

• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.345-353
• /
• 2009

The success and failure of any project depends upon many factors, the Project Manager is considered to be the key contributor to the success of any project, as well as a guide to the team members to achieve the client satisfaction (Cost, Time and Quality). Therefore the main aim of this paper is to provide a practical approach for understanding the importance of the Project Manager and his effectiveness to the success of the construction projects. In addition, the Project Manager's roles, responsibilities and duties have direct impact to the success of the construction projects. In order to identify the thoughts and opinion of the construction industry on this particular assertion, a quantitative study was carried out within the UK construction industry. The result of the study shows that there is an extremely strong correlation between the Project Manager and the success of the construction projects. In construction projects the Project Manager is considered to be one of the most important people who can lead and drive the projects in the right direction and conclude construction projects successfully. Moreover, these can play the most important role regarding the improvement of the organization's performance, the organization's profitability and the client's satisfaction. The research confirmed that the Project Manager is a very essential element to the success of the construction project and have an impact at every stage of the construction project. So it concluded that selection of a Project Manager should be carefully done with regard to experience, knowledge, power/authority and good understanding to the kind of the project.

• Journal of the Korea Institute of Building Construction
• /
• v.12 no.1
• /
• pp.31-41
• /
• 2012

In construction, the outcome of work depends on the leadership of the project manager, and as a result this has been emerging as an important factor. The purpose of this study is to analyze the main elements of leadership that are essential for project managers, and to rank these elements in order of importance. In this study, leadership and its elements are reviewed through reviewing the literature, and the main elements and their relative importance for project managers were analyzed through questionnaire survey of project managers, contractor engineers, and subcontractor engineers. Through this survey, it was found that the project manager's leadership had a significant influence on the success of a construction project, and this study revealed that the key elements of leadership for project manager could be ranked in the order of resolution, responsibility, and reliance.

• Journal of Intelligence and Information Systems
• /
• v.9 no.2
• /
• pp.171-184
• /
• 2003

A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP. However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences. In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the most similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case. From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations. The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research would be extended to cover other stages of project planning.

• Proceedings of the KAIS Fall Conference
• /
• 2003.11a
• /
• pp.171-177
• /
• 2003

A project planning is one of the most important processes that determines success and failure of the project. A pre-project planning is also essential job for information system implementations at the early stage of project planning, especially for management information system like ERP. However, pre-project planning is very difficult, because lots of factors and their relationships should be considered. Pre-project planning of ERP implementation has been done by project manager's own knowledge and experiences. In this article, we propose a system that help project manager to make a pre-project plan of ERP project with case-based reasoning(CBR) framework. The proposed CBR system saves previous cases of ERP pre-project planning in the case base. Then, the system finds the best similar case with the current pre-project planning problem. Project manager can make a pre-project plan by adjusting the most similar case. From the interview with project managers, we collect some field cases of ERP implementation. We organized these cases by using XML(Extensible Markup Language), which is good for representing hierarchical information. XML gives us some flexibilities to correct and maintain cases. We make a prototype system, PPSS(Project Planning Support System) that help project manager to make a pre-project plan of ERP implementations. The object of the system is to support project manager to make a pre-project plan of ERP. We hope the result of the study can be applied to other information systems. Our research should be extended to cover other stages of project planning.

• Journal of the Korea Institute of Building Construction
• /
• v.11 no.2
• /
• pp.200-207
• /
• 2011

Construction management services have been adopted for more than a decade and are continuously growing; however, the advantages of utilizing a construction management service are still not quite clear, regardless of many arguments can be made in their favor. The construction manager, as a coordinator, is supposed to smoothly facilitate the project teamwork in order to deliver a profitable and satisfactory project, not only for the owner's interests but also for the success of all project participants. This study has focused on the teamwork supports a construction manager can provide during project operations. This study developed a benchmarking tool to assess the construction manager's role in terms of its project teamwork supports, by utilizing the evaluation model and several case studies. In addition, this study also attempted to set the industry average and higher performance so that both the owner and the construction manager can self-assess, and more importantly, can improve project operation. The actual implementation of the benchmarking tool into on-going projects can allow the construction manager to understand the current operation and to make a better project process through teamwork.

• Journal of Distribution Science
• /
• v.20 no.9
• /
• pp.29-38
• /
• 2022

Purpose: The purpose of this study to determine the effect of distribution transformational and transactional project manager leadership style on the extra-role performance of project team members using multi-level modelling analysis. Research design, data and methodology: The role of psychological factors as the mediating variable namely is self-efficacy in the effect of project manager's leadership style on the project team members' performance was also studied using the Monte Carlo bootstrapping method. The sample of the study consisting of 370 project team members from 74 contractors registered with the Construction Industry Development Board in the Klang Valley was selected using a simple random sampling and a survey using a questionnaire. Results: The findings showed that the transformational leadership of project managers was a dominant predictor of extra-role performance of project team members. Furthermore, the study show the self-efficacy of project team members acted as a mediator in the relationship between transformational and transactional leadership of project manager leadership on the extra-role performance of project team members. Conclusions: The findings are expected to be used by the relevant parties in planning, arranging and implementing efforts to improve the work performance and ensure that projects are implemented according to the specified specifications.