Development of a new competence and behaviour model for skills in working with people for project managers

Table of Contents

1. CHAPTER 1: INTRODUCTION

1.1 Context of this Research

1.2 The Purpose of the Research and its Aims and Objectives

1.3 The Research Process

1.4 The Research Scope

2. CHAPTER 2: FRAMEWORK FOR THESIS

2.1 Introduction

2.2 Definitions of Competence, Competency, Competencies, Attitudes and Behaviours

2.3 Does a Change in Attitude lead to a Change in Behaviour?

2.4 Overview of APM BoK (2000, 2006) Competence Model 1

2.5 Other Frameworks

2.6 Review of Links: APM (2000, 2006), IPMA (1999), PMI (2004) and Crawford (2000)

3. CHAPTER 3: LITERATURE REVIEWS

3.1 Introduction

3.2 The Nature of a General and Project Management Literature Review

3.3 Management Books and Journals Pre-1990

3.4 Project Management Books and Journals Pre-1990

3.5 Other Related Research Contributions

3.6 Conclusions

4. CHAPTER 4: METHODOLOGY AND RESEARCH DESIGN

4.1 Introduction

4.2 The Research Paradigms of Positivism and Phenomenology

4.3 The Ontological and Epistemological Positions of the Researcher

4.4 Research Questions

4.5 Research Design

4.6 Research Methods

4.7 Conclusions

5. CHAPTER 5: INTERVIEWS

5.1 Introduction

5.2 Critical Review of Data from Interviews

5.3 Conclusions from Interviews and Competence and Behaviour Model 3

6. CHAPTER 6: FOCUS GROUP

6.1 Introduction

6.2 Critical Review of Data from Focus Group Meeting

6.3 Focus Group Conclusions and Triangulation of Data (Model 4)

7. CHAPTER 7: CONFIRMATION OF COMPETENCE AND BEHAVIOUR MODEL 5

7.1 Introduction

7.2 Results of Critical Review of Model 4 with Community of Practice

7.3 Conclusions from Critical Review Meeting (Model 5)

8. CHAPTER 8: CONCLUSIONS

8.1 Introduction

8.2 Research Questions Revisited

8.3 Research Objectives Revisited

8.4 Training and Development for Project Managers

8.5 Potential Applications of new Competence and Behaviour Model 5

9. CHAPTER 9: RESEARCH LIMITATIONS

9.1 Limited Context

9.2 Research Limitations

9.3 Potential for Further Research

Objectives & Themes

The primary objective of this thesis is to address the identified shortfall between the expected project delivery by companies and the actual execution by project managers in a rapidly changing business environment. The study seeks to answer how project managers can more effectively manage their teams by developing a new competence and behaviour model that bridges this gap, focusing specifically on human-centric skills and behavioural patterns essential for modern project management.

• The evolution of project management from a task-oriented to a people-focused discipline.
• The critical role of soft skills, such as emotional intelligence, communication, and conflict management.
• The influence of organizational and national culture on project management practices.
• The methodology of constructivist interpretivist research within a phenomenological paradigm.
• The transition from traditional hierarchical management to matrix-type, cross-functional team structures.

Excerpt from the Book

Summary of Chapters

CHAPTER 1: INTRODUCTION: This chapter introduces the research context, purpose, and objectives, highlighting the shift in project management towards more people-centric approaches.

CHAPTER 2: FRAMEWORK FOR THESIS: This chapter defines key concepts such as competence, attitude, and behaviour, and establishes the foundation for the new model by critiquing existing frameworks.

CHAPTER 3: LITERATURE REVIEWS: This chapter synthesizes previous research to demonstrate the widening shortfall in people management skills among project managers across different time frames.

CHAPTER 4: METHODOLOGY AND RESEARCH DESIGN: This chapter explains the choice of a constructivist interpretivist research approach within a phenomenological paradigm to validate the study.

CHAPTER 5: INTERVIEWS: This chapter reports on findings from face-to-face interviews with practitioners, providing qualitative data on how they manage people in their daily work.

CHAPTER 6: FOCUS GROUP: This chapter presents the data gathered from focus group sessions, which was then triangulated with other research findings to refine the proposed models.

CHAPTER 7: CONFIRMATION OF COMPETENCE AND BEHAVIOUR MODEL 5: This chapter confirms the validity of the final model through feedback from the community of practice.

CHAPTER 8: CONCLUSIONS: This chapter revisits the research objectives and questions, offering a final summary of the proposed competences and their application.

CHAPTER 9: RESEARCH LIMITATIONS: This chapter discusses the limitations of the current research, including its context, and suggests potential avenues for future studies.

Keywords

Project Management, Competence Model, Soft Skills, Human Resource Management, Leadership, Conflict Management, Emotional Intelligence, Cultural Awareness, Behavioural Characteristics, Constructivist Interpretivism, Phenomenology, Team Building, Professionalism, Change Management, Organisational Culture.

Frequently Asked Questions

What is the core focus of this research?

The research focuses on identifying and closing the shortfall between the traditional technical skills expected of project managers and the modern requirement for effective "people management" skills in changing business environments.

What are the primary thematic areas covered?

The main themes include competence frameworks, human-centric management, the role of leadership in modern cross-functional teams, and the necessity of aligning behavioural traits with project outcomes.

What is the main goal of this thesis?

The primary goal is to develop an evidence-based competence and behaviour model that equips project managers to effectively manage people in their projects, moving beyond simple task management.

Which methodology is employed in this study?

The researcher uses a qualitative, constructivist interpretivist approach within a phenomenological paradigm, relying on interviews and focus groups with experienced project managers.

What does the main part of the thesis cover?

The main part encompasses an extensive literature review across three decades, primary data collection through interviews and focus groups, and the development and subsequent refinement of several competence and behaviour models.

Which keywords characterize this work?

Key terms include project management, competence, behavioural characteristics, soft skills, and organizational change.

How does cultural awareness influence the proposed model?

The research identifies cultural awareness as a critical component, suggesting that project managers must adapt their behaviours to suit global teams and avoid "one-size-fits-all" approaches.

Why are "soft skills" considered essential for future project managers?

According to the thesis, soft skills—such as emotional intelligence and effective communication—are the "lubricant" for social interaction and are vital for managing teams in increasingly unstable, project-based organizations where direct control over resources is limited.