Documente Academic
Documente Profesional
Documente Cultură
INTRODUCTION
Interest in project management is growing significantly and of late, the construction industry is evolving
around project management training and education (1). The most common constraints in the construction industry
within developing countries are the oversupply of unskilled labor and a restricted supply of management
manpower. According to Abu Bakar (2) what is vital in management is the ability of managers who are able to
manage risks that occur in the construction sector. It is important to take note that upgrading and enhancing the
management capability is vital for growth and expansion in the construction industry. There are some companies
that have built reputations for being able to consistently manage projects effectively (3).
Effective project management techniques are important to ensure successful project performance. A poor
strategy as well as incorrect budget or schedule forecasting can easily turn an expected profit into loss. This is
especially true for the construction industry where projects have a relatively short life cycle and the project activities
are non-repetitive with rather complex interrelationships, so that there is little opportunity to improve on a wrongly
chosen or adopted strategy.
The appointment of the best project team will better ensure the success of the project, but the best project
team must be led by a good leader, which is undoubtedly the project manager. Edum-Fotwe and McCaffer (4)
affirmed that project managers in construction play a crucial role. This is as project managers are responsible for
the overall success of delivering the owner's physical development within the constraints of cost, schedule, quality
and meeting the requisite safety requirements.
1.1. Research Objectives
The objectives of this study were to:
i. Identify the project performance in practice; and
ii. Identify the competency skills that a project manager should have to influence a successful project performance.
1.2. Project Management
The Project Management Institute (5) defines project management as a set of processes that are applied to
a project to deliver a product or service. Project management is designed to provide sustained, intensified and
integrated management of complex ventures and to pull together a combination of human and non human
resources into a temporary organization to achieve a specified objective (6). Whitty and Maylor (7) added that
project management is recognized to be the key enabler of business change and a vital contributor to future
business success.
Cooke-Davies and Arzymanow (8) concluded that every aspect of project management has two dimensionsa technical dimension and a human dimension. Project management in construction encompasses a set of
objectives which may be accomplished by implementing a series of operations subject to the constraints of
resources (9).
1.3. The Role of the Project Manager
As aforementioned, it has been recognized that an assignment of a project manager is very crucial to
ensure the success of any design or construction project. In most cases, a single project manager is accountable
164 | www.ijar.lit.az
for the success of a project and is responsible for its planning, allocating, directing and controlling functions. Ideally,
each project manager would be assigned one and only one project and each project manager would have ample
opportunity to use his skills to resolve all project issues.
Gransberg (10) in his journal article highlighted the issue of roles and responsibilities of the project manager
as follows: Construction management is literally, where the rubber meets the road. All the planning, preparation,
design and cost estimating is put to the test in this fast paced phase of the projects life cycle. This phase begins
after the award of the construction contract and continues through construction close out. Most researchers believe
that the most important responsibilities of a project manager are project evaluation, setting up the team, setting up
systems, planning, monitoring, control, negotiating contract conditions, training and communication. In their study,
Turner and Muller (11) found that a project managers success at managing his or her project is dependent on his
or her competence, particularly the leadership style comprising emotional intelligence, management focus as well
as intellectual capabilities.
1.4. Essential skills of a Project Manager
In order to meet the objectives of modern projects, which are increasingly complex in nature, it is essential
for project managers to be able to use a variety of managerial skills (12). To conclude as to what are the most
important knowledge and skills that a project manager should have the following will be discussed:
a. Management knowledge and skills: finance and accounting; sales and marketing; research and
development; manufacturing and distributions; strategic planning; tactical planning; operational planning;
organization structures; organizational behavior; personnel administration; managing work relationships (13).
b. Technical knowledge and skills: defined as an understanding of and proficiency in, a specific kind of
activity, particularly one involving methods, processes, procedures, or techniques (14).
c. Business knowledge and skill: on small projects, this can be a tough challenge because project
managers are also managing the project control function (15).
d. Human knowledge and kills: the ability to work with and through other people (14).
1.5. Project Performance
Projects can be considered as a set of activities that must be completed in accordance to specific objectives
which involve the utilization of a companys resources. A project also can be defined as a temporary endeavor,
having a definitive beginning and definitive end, undertaken to create a unique product or service (16).
Naaranoja et al. (17), states that the objectives of a project are set for the content, quality, time, cost as well
as related resources of the project. Pinto and Slevin (18) added that project success can be described as a
complex and often illusory construct, but nonetheless it is of crucial importance to effective project implementation.
It is also seen as a strategic management concept where project efforts must be aligned with the strategic long
term goals of the organization (19). Rad (20) noted that to put the issues in perspective, when a project is deemed
as being a success or failure, the judgment is usually based on some factual evidence, although not every project
would be gauged by the same data. According to Munns and Bjeirmi (21) a project can succeed despite the failure
of project management but successful project management implementation can increase the potential for success
on an overall project scale.
1.6. Method
This paper is based on a case study approach. This study used questionnaire survey forms as the main
approach, which were distributed to the selected project teams (constituting 28 respondents). Only 22 or 79% of
the returned questionnaires were useable. To further support the findings, structured interviews with the project
manager for each project was also subsequently carried out. This was mainly to obtain complementary information
on the project performance details, and the tools and techniques utilized for project control. The case study was
conducted on two large construction projects in Medan, Indonesia as follows:
a.
Case study A, Hospital Pirngadi: Questionnaire respondent is represented by the contractor.
b.
Case study B, Plaza Medan Fair: Data was collected through the clients organization.
2. ANALYSIS AND FINDINGS
2.1. Respondent background
From the analysis, the job designations of the respondents were mainly engineers (36%), followed by site
supervisors (32%), design team (18%), secretary (9%) and finance (5%). Most of the respondents were university
graduates (72.7%) while the rest were not. In terms of years of experience, most of the respondents were fresh
graduates, followed by employees who had experience for over 20 years, followed by those with 16-20 years
experience, and finally respondents with 11-15 years of experience.
2.2. Objective 1-Project performance in practice
Hypothesis:
Ho: Population Variance between case study A and B is significant in achieving project success, meaning
both case study A and B achieved success in project performance.
The hypothesis was analyzed using an independent sample t-test, where if the significant value > 0.05,
means HO is acceptable. According to Table 1, statements a, b and c are significant. Thus, the hypothesis saying
both case studies A and B achieved success in project performance is acceptable.
B a k u , A z e r b a i j a n | 165
Project Schedule
Performance
Project Quality
Performance
Project Safety
Performance
b
c
Equal Variances
assumed
Equal Variances
assumed
Equal Variances
assumed
Sig.1
Sig.2
Levene Test
T-Test
Result
0.059
0.00
0.00
Ho is accepted
0.751
0.875
0.175>0.05
0.875>0.05
Ho is accepted
0.179
0.508
0.179>0.05
0.508>0.05
Ho is accepted
According to Table 2, statements b, c and d are significant. Thus, hypothesis Ho for these statements is
accepted. Project teams from both case studies A and B have a clear understanding that the concept of completion
within quality standard, on schedule, and budget are important in achieving successful project performance.
Table 2. Project objectives and management aspects
a
b
c
d
e
Fulfill Project
Objectives
Completion on
quality standard
Completion on
Shedule
Completion on
Budget
Future
References
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.00
Sig.2
0.02
Levene Test
0.000<0.05
T-Test
0.029<0.05
Result
Ho is rejected
0.61
0.71
0.616>0.05
0.712>0.05
Ho is accepted
0.92
0.17
0.923>0.05
0.719>0.05
Ho is accepted
0.57
0.11
0.574>0.05
0.114>0.05
Ho is accepted
0.03
0.00
0.032<0.05
0.008<0.05
Ho is rejected
According to Table 3, statements a and c are significant. Project teams of both case studies A and B
consider productivity and attendance of project team at site as definitely important to achieve success in project
performance.
Table 3. Team aspects
Productivity
Cooperation
Attendance
Professionalism
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.616
Sig.2
0.712
Levene Test
0.616>0.05
1.000
T-Test
0.712>0.05
Result
Ho is accepted
1.000>00.05
HO is rejected
0.23
0.941
0.23>0.05
0.941>0.05
Ho is accepted
0.023
0.060
0.023<0.05
0.060>0.05
Ho is rejected
From Table 4, it can be seen that statements a, b and d are significant. Thus, hypothesis Ho for these
statements is accepted. Project teams of both case studies A and B consider that the project teams show of
responsibility and discipline as well as earning the trust of the client is definitely important to achieve success in
project performance.
Table 4. Client aspects
Responsible
Discipline
Professionalism
Trust
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.165
Sig.2
0.366
Levene Test
0.165>0.05
T-Test
0.366>0.05
Result
Ho is accepted
0.560
0.760
0.560>0.05
0.760>00.05
Ho is accepted
0.032
0.036
0.032<0.05
0.036<0.05
Ho is rejected
0.168
0.009
0.168>0.05
0.009<0.05
Ho is accepted
166 | www.ijar.lit.az
success in project performance. The respondent project teams assessed that both the project managers were good
and skilled project managers. Statements a, b, c, d and e are significant. Thus, hypothesis Ho is accepted.
Table 5. Management knowledge and skills
a
b
c
d
Time
Management
Decision
Making
Negotiation
Strategic
Planning
Motivation
Promotion
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
Sig.2
0.192
0.001
Levene
Test
0.192>0.05
T-Test
Result
0.001<0.05
Ho is accepted
0.500
0.000
0.500>0.05
Ho is accepted
0.179
0.000
0.179>0.05
Ho is accepted
0.405
0.000
0.405>0.05
Ho is accepted
0.168
0.000
0.168>0.05
Ho is accepted
0.039
0.01
0.039<0.05
0.01<0.05
Ho is rejected
According to the data in Table 6, the skills of project managers regarding basic knowledge in their own field,
material procurement, technical writing, planning and scheduling, and productivity and cost control are definitely
important to achieve success in project performance. The project teams assessed that both the project managers
were good and skilled project managers within this dimension of technological knowledge and skills. Statements a,
b, c, d, e and f are significant. Thus, hypothesis Ho is accepted.
Table 6. Technical knowledge and skills
a
b
c
d
e
f
Basic knowledge
own field
Material
Procurement
Technical Writing
Planning and
scheduling
Productivity and
cost control
Quality Control
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.384
Sig.2
0.000
Levene Test
0.384>0.05
T-Test
Result
Ho is accepted
0.059
0.000
0.059>0.05
Ho is accepted
0.699
0.000
0.699>0.05
Ho is accepted
0.128
0.000
0.128>0.05
Ho is accepted
0.128
0.000
0.128>0.05
Ho is accepted
0.384
0.000
0.384>0.05
Ho is accepted
According to the findings in Table 7, the competencies of project managers regarding marketing/sales and
knowledge of market demand are definitely important to achieve success in project performance. Project teams
have noted that both the project managers are good and skilled project managers within these aspects. Statements
a and e are significant. Thus, hypothesis Ho for these statements is accepted.
Table 7. Business Knowledge and skills
a
b
c
d
e
Marketing and
sales
Public relations
Understanding of
organization
Understanding of
law
Ability of market
demand
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.298
Sig.2
0.003
Levene Test
0.298>0.05
T-Test
0.003<0.05
Result
Ho is accepted
0.045
0.001
0.045<0.05
0.001<0.05
Ho is rejected
0.000
0.047
0.047<0.05
Ho is rejected
0.001
0.018
0.001<0.05
0.018<0.05
Ho is rejected
0.560
0.000
0.560>0.05
Ho is accepted
Table 8 below presents findings which indicate that competencies of project managers regarding integrity,
being a team player, dynamic, maturity, open minded, specific, intuitive, diplomatic and creative are important to
achieve success in project performance. Project teams have assessed that both the project managers are good
and skilled project managers within this aspect. From Table 8 it can be seen that statements b, c, d, e, f, g, h, i and
j are significant. Thus, hypothesis Ho for these statements is accepted.
B a k u , A z e r b a i j a n | 167
Social/moral
sensitivity
Integrity
Team player
Dynamic
Maturity
Open Minded
Specific
Intuitive
Diplomatic
Creative
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Equal variances
assumed
Sig.1
0.022
Sig.2
0.123
Levene Test
0.022<0.05
T-Test
0.123>0.05
Result
Ho is rejected
0.071
0.053
0.071>0.05
0.053>0.05
Ho is accepted
0.071
0.053
0.071>0.05
0.053>0.05
Ho is accepted
0.881
0.001
0.881>0.05
0.001<0.05
Ho is accepted
0.423
0.324
0.423>0.05
0.324>0.05
Ho is accepted
0.980
0.031
0.980>0.05
0.031<0.05
Ho is accepted
0.515
0.034
0.515>0.05
0.034<0.05
Ho is accepted
0.384
0.000
0.384>0.05
0.405
0.339
0.405>0.05
0.384
0.000
0.384>0.05
Ho is accepted
0.339>0.05
Ho is accepted
Ho is accepted
168 | www.ijar.lit.az
The limitation of this study is that the data collection only represents a few current project developments in
Indonesia. On top of that, due to the constraint of privacy and confidentiality regarding the developments firms and
contractors, some project information was not made available for this research. Hence the findings of this research
might not be representative to other part of the nations but may still be of use as a research basis or premise in
these countries.
REFERENCES
1. J. Thomas and T. Mengel. Preparing Project Managers to Deal With Complexity-Advanced Project
Management Education. International Journal of Project Management. 26: 304-315 (2008).
2. A. H. Abu Bakar. The Construction in Developing Countries in the Nineties: Some Issues on
Indigenous Construction Companies. J. of HBP. 9: 21-44 (2002).
3. F. C. Gray & W. E. Larson. Project Management: The Managerial Process. Mc Graw Hill. 2003.
4. F. T. Edum-Fotwe and R. McCaffer Developing Project Management Competency: Perspectives
from the Construction Industry. International Journal of Project Management. 18: 111-124 (2000).
5. Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK_
Guide). Project Management Institute. Newtown Square, Pennsylvania, 2004.
6. J. R. Adams and S. E. Barnt. Behavioral Implications of the Project Life Cycle. In Project
Management Handbook, Cleland D. I., King W. R., Eds. New York: Van Nostrand Reinhold, 1988, pp
206-230.
7. S. J. Whitty and H. Maylor. And Then Came Complex Project Management (Revised). International
Journal of Project Management. 27: 304-310 (2009).
8. T. J. Cooke-Davies and A. Arzymanow. The Maturity of Project Management in Different Industries:
An Investigation Into Variations Between Project Management Models. International Journal of
Project Management. 21: 471-478 (2003).
9. Hendrickson & T. Au. Project Management for Construction Fundamental Concepts for Owners,
Engineers, Architects and Builders. Prentice Hall, Inc. 1998.
10. D. D. Gransberg. Managing Project Construction; Roles and Responsibilities of the PM. Cost
Engineering. pp.11 (2002).
11. J. R. Turner and R. Muller. Choosing Appropriate Project Managers: Matching Their Leadership
Style to the Type of Project. Project Management Institute. Newton Square, PA, USA, 2006.
12. S. Ogunlana et al. Factors and Procedures used in Matching Project Managers to Construction
Projects in Bangkok, International Journal of Project Management. 20 (2002)..
13. PMBOK. A Guide to Project Management Body of Knowledge. Project Management Institute.
Pennsylvania, USA, 2000.
14. R.L. Katz. Skills of an Effective Manager. Harvard Business Review. 52: 90-102 (1974).
15. M. T. Chen. The Modern Project Manager. Cost Engineering. 39 (3): 27-30 (1997).
16. Project Management Institute (2000). A Guide to the Project Management Body of Knowledge.
Upper Darby P.A: PMI.
17. M. Naaranoja P. Haapalainen and H. Lonka. Strategic Management Tools in Project Case
Construction Project. International Journal of Project Management. 25: 659-665 (2007).
18. J. K. Pinto and D. P. Slevin. Critical Success Factors in R&D Projects. Research Technology
Management. 32 (1): 31-35 (1989).
19. J. Shenhar R. D. Gordon and L. Alexander. Simultaneous Management: The Key to Excellence in
Capital Projects. International Journal of Project Management. 14 (4): 189-99 (1996).
20. F. P. Rad. Project Success Attributes. Cost Engineering. 45: 23-29 (2003).
21. A. K. Munns and B. F. Bjeirmi. The Role of Project Management in Achieving Project Success.
International Journal of Project Management. 14 (2): 81-7 (1996).
22. S. Paton, D. Hodgson and S. Cicmil. Who am I and what am I doing here? Journal of Management
Development. 29 (2):157-166 (2010).
B a k u , A z e r b a i j a n | 169
Copyright of International Journal of Academic Research is the property of International Journal of Academic
Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the
copyright holder's express written permission. However, users may print, download, or email articles for
individual use.