Seboni, L and Tutesigensi, A (2014) Allocating project managers to projects in a multi-project environment. In: Raiden, A and Aboagye-Nimo, E (eds.) Proceedings of 30th Annual ARCOM Conference, 1-3 September 2014, Portsmouth, UK.
Abstract
A recent empirical study demonstrated that the process of allocating project managers to projects (PM2P) in multi-project environments of Botswana was not effective. This inspired the authors to seek to understand the structure of the PM2P process with a view of proposing improvements to increase effectiveness. A conceptual model was developed and used in this study, which focusses on using the developed model as a theoretical lens to study the process in a large company, using the case study method. Via an enumeration, qualitative and quantitative data were collected from four project directors and eleven senior level executives through in-depth semi-structured interviews. The analysis of the quantitative data (using univariate descriptive analysis) and qualitative data (using content and thematic analysis) revealed weaknesses in the existing PM2P process demonstrated in five ways namely: (1) absence of documented and specific competencies required of project managers in various roles, (2) lack of management tools and techniques to match project managers to projects, (3) prevalence of ad-hoc projects, (4) lack of consideration of a comprehensive list of inputs and (5) lack of accountability for outputs. The strengths in existing PM2P process were demonstrated in two ways namely: (1) use of management tools and techniques at strategic level to forecast project implementation costs for projects in the pipeline, and (2) managersÕ recognition of some important criteria to be considered in the PM2P process. The findings provide a strong basis upon which a decision support system can be developed to facilitate a more effective approach to allocating project managers to projects in the multi-project environment of the case study in question. Other companies that undertake business in a multi-project context may benefit from this work.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | allocation; decision making; project manager; multi-project environment |
| Index terms: | implementation, executive, effectiveness, thematic analysis, decision-making, empirical study, accountability, Botswana, decision support, project manager, case study, interview, pipeline |
| Subjects: | research methods, performance management, methods and analysis, Geography, decision analysis, liability law, infrastructure and transport systems, data collection methods, profession, practitioner, contractual arrangements |
| Topics: | Legal Issues, Quality Management, Engineering Principles, Research Practice, Geographical Context, Risk Management, Roles and Professions, Procurement |
| Descriptive scope: | 4 PCEA |
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