Sommerville, J and Campbell, C (2000) Project management: The role paradigm shift. In: Akintoye, A (ed.) Proceedings of 16th Annual ARCOM Conference, 6-8 September 2000, Glasgow, UK.
Abstract
The role paradigm within which the Project Manager (PM) controls and co-ordinates any project centres around the basic time-cost-quality considerations. Additionally, the people orientated aspects of project teams generates a drive for the Project Manager to display a range of interpersonal attributes and skills (competencies) that will ensure their effectiveness and ultimately, project success. This paper examines the roles/function paradigm demanded of Project Managers within a range of advertised vacant PM positions and relates these to actual performance. The adverts were subjected to Content Analysis and the findings used to drive a Time-Role Analysis Model (TRAM). Practising Project Managers were selected from a wide geographical, project and organisational base, to participate in construct development and real-time analysis of their roles undertaken and those not executed. The findings show that of the 33 roles offered as possibles, there are clear roles that the Project Manager undertakes and a set which lie outwith the normal working domain. Yet these outlying roles are still being called for in advertised vacancies. There is an anomaly is the paradigm set and this requires further research with both those advertising for, and those practising, Project Management.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | project manager; competency; roles; project management |
| Index terms: | vacancy, project management, project team, effectiveness, paradigm, content analysis, advertising, project manager, project success |
| Subjects: | project management theory and practice, performance management, education and knowledge transfer, business, profession, project delivery, data analysis and analytics, real estate economics |
| Topics: | Quality Management, Urban Studies, Roles and Professions, Project Management, Research Practice, Business Strategy |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here