Development of professional competences for industry 4.

0 project management
(presented at the 7th IESM Conference, October 11 – 13, 2017, Saarbrücken, Germany)

Cerezo-Narvaez, Alberto; Otero-Mateo, Manuel; Pastor-Fernandez, Andres

Dept. mechanical engineering and industrial design
University of Cadiz
Puerto Real, Spain
alberto.cerezo@uca.es

Abstract—In the context of industry 4.0, this research Fig. 1. Industrial Evolution. Based on [2] and [3]
highlights the importance of people. Based on the premise that Grade of Complexity
technology alone cannot guarantee the success of projects
undertaken, the human factor should not be forgotten, because First Programmable 4th Industrial Revolution
Logic Control System CPPS
Industry 4.0 is not only based on technology but also on the Thanks to Virtual World
1969 Industry 4.0
creativity of people applying technology. Thus, organizations First Assembly Line 3rd Industrial Revolution
have to develop the ability to accept, adopt and exploit the Electronics and IT
Thanks to Automation
technological vanguard, data integration and automation, 1870 Industry 3.0
First Mechanical 2nd Industrial Revolution
improving their levels of productivity and efficiency, as well as Weaving Loom Mass Production
their health, safety and environmental standards. In response to Thanks to Electricity
1784 Industry 2.0
this weakness, project management (PM) responds, thanks to 1st Industrial Revolution
Mechanical Production
administrate a battery of knowledge, attitudes, aptitudes and Thanks to Water / Steam
experiences, both specific and generic and human, facilitating Industry 1.0
End of 18th Century Start of 20th Century Start of 1970s Present Day
the achievement of objectives and strategies.
The Spanish Government, through the Ministry of Economy,
The International Project Management Association (IPMA)
Industry and Competitivity (MINECO), led by the Spanish
competence baseline (ICB), focused on people, analyzes the
Association for Standardization (AENOR), which holds the
training needs of Industry 4.0 workers, whose roles evolve from Secretariat of the Technical Committee CEN/TC 389
craft and mechanical works to supervision and management "Innovation Management" of the European Committee for
jobs, proposing a professional development plan, for a better Standardization (CEN), has set up the “Connected Industry 4.0”
adaptation to change. To assess the PM importance in Industry initiative, whose objective is to augment the contribution of the
4.0, a structural equation model is proposed, providing strong industrial sector to the GDP, increase employment and bring
causal relationships among PM skills, from change and about a positive trade balance, by driving the digital
transformation, intrinsic dimension characteristics and value transformation of Spanish industry.
drivers of Industry 4.0.
Connected Industry 4.0 has been launched as a joint initiative
Keywords—Industry 4.0; professional competence; project coordinated by both the public and private sectors in Spain,
management; IPMA ICB similar to initiatives in other European Union countries. The
European Commission, together with its Member States and
I. Introduction industry itself, established a governance framework in the first
semester of 2016, and more recently, in March 2017, one of the
After a period in which Industry 3.0 was based on key milestones has been established: the launch of the European
Information Technology (IT) and on a high level of automation, platform for national initiatives. The objective of this platform
a giant leap was made towards Industry 4.0, from a need to is to create a collaborative space to gather together information
update the role of industrial sectors for global economy growth. on the different initiatives in existence.
Over the last few years, Industry 3.0 has allowed manufacturing
processes to be optimized. International guidelines, such as ISO This new industrial revolution has a series of characteristics
9001 [1], have allowed continuous improvement systems to be in which technology is the key tool to articulate change. In
established within organizations, with approaches focusing on Industry 4.0, data is processed efficiently, effectively and
main stakeholders and the use of IT tools to support the rapidly, to meet value chain needs, from product or service
Organization Management System. Nevertheless, as shown in design to customer usage. This has a direct impact on concurrent
Fig. 1, the industrial paradigm obsolescence based on engineering, as all stakeholders are involved in each stage of
manufacturing processes optimization as an isolated product or service life cycle. It is a way of meeting both project
mechanism, without any influences from outside the production and product or service needs and expectations, from its
system, with a high level of product standardization, is a hurdle conception to its final delivery, optimizing costs, setting
that must be overcome in order for Industry 4.0 to be effectively deadlines, dealing with risks and addressing mandatory and
implemented. agreed quality requirements.

487
 In this context, the existence of collaborative networks is
encouraged, increasing the exchange of knowledge, both
horizontally and vertically, so that channels are created to
identify improvements, problems, errors and solutions, linked
directly to the final product or service.
With the emergence of organizations in Industry 4.0,
“connected people” or “professionals 4.0” appear, who are
distinguished by being more efficient, more flexible, faster and,
consequently, more competitive, thanks to the total connectivity
among machines, systems, and people. This is essential to
change, as it favours value chain generation and reduces waste.
Likewise, this results in a greater connection between processes
and decision-makers, which means tasks can be quickly and
correctly assigned, at the same time encouraging collaboration
with stakeholders, improving transparency and information
transfer. To this end, means are established to gather data
automatically, facilitating global traceability.
Qualified human capital is, therefore, fundamental, as this is
very recently-developed technology, making adequate training
essential for the new industrial revolution to be sustainable and
develop its full potential [4]. Workers must accept moving to
new profiles where new roles will require, as a priority, PM
competences intrinsic to Industry 4.0. From a human point of
view, success will lie in being able to communicate, share, and
use information to solve complex problems, adapt and innovate
in response to new demands and changing circumstances,
marshal and expand the power of technology to create new
knowledge and expand human capacity and productivity [5].
Industry 4.0 workers have to acquire new responsibilities,
develop decision-making skills and the ability to apply a global
vision of all processes [6]. Besides, continuous training and
individual appraisals are necessary to manage change and
organizations must anticipate training demands in order to face
these challenges, and be aware of needs for training throughout
workers’ career [7]. If organizations identify management skills
and key functions required, then they can establish a competence
framework for promoting performance excellence [8]. In this
regard, there are many studies that research the relationship
between PM skills and project success [9-14].
In the development of competences, the IPMA approach can
be used as a reference. IPMA is the World’s first PM association
(federation of 70 national PM associations), founded in 1965,
that offers unique, role-specific competence development
guidelines, for improved project success since its first ICB in
1999 [15]. This approach was included by the Project
Management Institute (PMI), the World's leading professional
membership association for PM (with certification holders in
210 countries), founded in 1969, recognizing in its first project
manager competency development framework (PMCDF) in
2002 that good practices are not enough to be effective, being
required to domain competency dimensions [16]. In 2012, with
the international standard ISO 21500 [17], management by
competences is definitively consolidated.
This research identifies the importance of human capital
using the IPMA ICB 4.0 standard on project manager
competences, and its influence on the adaptation of people to the
change and transformation required for this new industrial
revolution, both in its dimensions and value drivers.
488
II. Transition to Industry 4.0
Industry 4.0 is built on firm pillars like innovation, processes
automation and sophistication, using new technology, but
without forgetting that the main asset of an organization is its
people. The Internet of Things (IoT) will be the vehicle that joins
machines, people and data, integrating information systems in
such a way that communication among all these elements will
speed up decision-making, according to standardized criteria,
eliminating the human subjectivity, in the field of spontaneity.
Industry 4.0 is full of challenges and opportunities, as
providing clients with rapid responses, fully-adapted to their
needs, means having a competitive advantage. In order to do
this, it needs to be globally integrated within the supply chain,
but placing clients at the center of the process, so that
organizations can obtain a personalized made-to-measure
product. This vision is a concept that was proposed by P. Kotler
in 1989 [18], even before the World Wide Web (www) was
developed in the 1990’s, focusing products and services
production personalized to clients, towards low cost, high
quality and supplying large production volumes.
The reason mass personalization concept has not had a great
impact on industry up until now is mainly due to difficulties in
obtaining and assimilating information (big data), but this
change has been imposed with globalization and demand change
to a faster rhythm, which requires flexibility in the production
process that was not possible to achieve with industry 3.0.
A big challenge of Industry 4.0 is, therefore, the wide variety
of data and the difficulty of its acquisition, as it is not all
homogeneous, and needs to be integrated for good decision-
making. For this reason, the independent systems must
interconnect and interoperate. Another challenge is to face
online threats and, therefore, an effective control must be carried
out by means of cybersecurity tools and protocols.
Legislation based on the identification and designation of
European Critical infrastructures and an evaluation of the need
to improve their protection (Directive 2008/114/CE),
establishes, among other things, that the main and ultimate
responsibility to protect critical infrastructures falls on to the
Member States and their operators, calls for the implantation of
a series of initiatives and actions on the part of the States for its
transposition to national legislations, and tries to measure critical
infrastructures protection, which is developed in the community
initiative for the Global European Strategy in 2013.
In Spain, for instance, a Cybersecurity Code of Law
(modified on the 9th of March 2017) includes the classification
of critical infrastructures that can be divided into these strategic
areas: Energy, Nuclear Industry, IT, Transport, Water Supply,
Food Supply, Health, Financial Sector, Chemical Industry,
Space, Resources and Administration. Currently, there are 3,500
sensitive installations and infrastructures registered in Spain and
any project carried out in this type of infrastructure must meet
legal requirements referred.
All the afore-mentioned dimensions are compiled in the
Advanced Digital Auto-diagnosis Tool (HADA) [19], launched
in March 2017 by the MINECO, defining a digital maturity
model in industry 4.0, with the aim of boosting understanding
and an approximation to new business transformation paradigm.
 This digital maturity model has been used as a base to draw
up a specific business model, shown in Fig. 2, via the different
key dimensions in business strategy for industry 4.0:
• Business model and tactics:
Evaluating the adaptation capacity of the organization to
its surroundings and to the market
• Processes:
Analyzing the digital capacities of the operating model
• People:
Identifying the abilities and qualifications of people
• Organization:
Relating the capacities of the business structure with
other agents
• Infrastructures:
Identifying the transformation capacity permitted by the
cyber physical means
• Results:
Evaluating the level of incorporation of technology to
existing products and services, as well as its
digitalization potential
In order to validate the level of maturity in the implantation of
Industry 4.0, studies by Capgemini Consulting [20], Deloitte AG
[2] and McKinsey Digital [3] on Industry 4.0 have been taken as
a reference. The importance of digital technology is highlighted
to increase customer value, which strongly affects innovation
(intelligent innovation and collaboration models). With the aim
of better understanding, core value drivers are shown in Fig. 2.
On one hand, “Smart Solutions” and “Smart Innovation” allow
companies growth to be taken advantage of, and on the other
hand, “Smart Supply Chain” and “Smart Factory” drive
organizations efficiently. These drivers allow to subsequently
establish a causal relationship with “Key Success Factors”, by
means of the questionnaires proposed.
Fig. 2. Industry 4.0 (Dimensions and Value Drivers)
Tactics
Smart
Solutions
Results Processes
Industry 4.0 Smart Value
Dimensions Supply Chain Drivers
Infrastructures People
Smart
Innovation
Organization
III. Professional competences in Industry 4.0
The organization’s culture has a great influence on the
human resources’ strategy, affecting everyday aspects, thoughts
and behaviours of general managers and employees. Therefore,
it is only when the culture, the organization and the human
resources strategy work as a coherent whole that strategies are
effective and contribute to creating competitive advantages [21].
Knowledge can be defined as the combination of experience,
know-how, values, information, perception and ideas that create
a framework of mind that helps people to assess and generate
new ideas, knowledge and experience [22].
Human capital (HC) plays a key role in knowledge since it
adds value to the knowledge and competences of the
organization’s people, and the capacity to generate them is
useful to achieve the organization’s mission [23]. HC refers to
the knowledge acquired by people increasing their productivity
and adding value to their contribution. HC includes employee’s
personal contacts and relationships, as well as other individual
qualities such as reputation, loyalty, multi-tasking or flexibility
[24]. From a business perspective, there is a strong relationship
between HC and success. This relationship becomes stronger
when tasks to be performed are complex and require highly
qualified employees [25]. Learning plays a very important role
in developing HC in all its dimensions, both individual and
professional [26].
A holistic framework is useful in identifying the
combination of competences that are necessary for particular
occupations and to promote labour mobility [27]. Table I shows
how the most prestigious PM associations and scientific
researchers have organized competences around common areas:
TABLE I. Areas of competence
Standards & Authors Human Specific Generic
[17] ISO 21500 Behavioural Technical Contextual
[15] IPMA ICB 4 People Practice Perspective
[28] PMI Talent Triangle Leadership Technical Strategy&Business
[16] PMI PMCDF 3 Personal Performance Knowledge
[8] Cheng, Dainty & Moore Attitudinal Occupational Understanding
[27] Le Deist & Winterton Social Functional Cognitive
[5] Binkley et al. Living in the world Tools for working Ways of thinking
[29] Onisk Behavioural Professional Compliance
This research focuses on the IPMA’s model on PM,
examining the competence elements in the Industry 4.0. With a
PM approach, it is drawn on theoretical notions, as well as
professional experiences of stakeholders and mainly on trainers.
The work of a project manager in industry 4.0 involves
optimizing raw materials, reducing energy costs, reducing waste
and therefore making the project more efficient and
environmentally-friendly. An organization that follows an
Industry 4.0 philosophy will be better positioned against its
international competition. As is indicated in the ICB 4.0
standard, in its competence change and transformation: “People
Smart
Factory usually do not object to change – they object to being changed.
Successfully addressing their objections can be done by, for
example, building support, addressing resistance and developing
the required knowledge and ability to implement the change…
…Projects usually deliver new capabilities. However, it is
only when these capabilities are put to use that value is added
and benefits can be achieved. Organizational or business
changes often affect or alter processes, systems, organizational
structure and job roles, but most of all they influence people’s
behaviour. Changes can be quite small or they can require a
complete transformation.”
The appearance of industry 4.0 means, therefore, a change in
business models and a jump in the way of managing projects, as
all stakeholders have an active role in decision-making.
Workers, in their new role as project managers, as well as having
more tools at their disposal for managing the industrial process,
have to have greater human and generic skills to satisfy the needs
and expectations of this new industrial revolution.
489
 IV. Relational model of PM competences with Industry 4.0 V. Validation
IPMA establishes in its ICB 4.0 standard, competences for Research shows the influence of PM Competences on the
project managers, structured in three areas: perspective, Dimensions of Industry 4.0, and these dimensions on the Value
practical and people. Change and transformation management Drivers of Industry 4.0, establishing a relationship, both direct,
belong to these groups of practical competences. This and of second level between PM Competences and Industry 4.0
competence provides the process with the tools and techniques Value Drivers, as shown in Fig. 4.
that can be used to help people and organizations on the way to
success in carrying out this change and transformation. Observation by questionnaire is the method used to confirm
raised hypothesis. The collection and prosecution of data is
On analysing each of the ICB 4.0 (International Project managed by the free platform Google Forms. Based on the
Management Association 2015), competences, relationships can analysis of responses received, model under study is
be seen between the different competences. The conceptual characterized and the relationships among interest variables are
model of the relationships existing between the people-practice- contrasted statistically. To achieve it, a specific scale of five
perspective competences is shown in Fig. 3. items, from 1 to 5, is adopted, allowing to measure attitudes and
determine the grade of compliance with proposed claims, and
Fig. 3. Influences on Change and Transformation Management helping professionals in motivating their choices to capture their
Strategy (3.1) Design (5.1) Self-Reflection and Self-management (4.1)
intensity towards those affirmations.
Requirements, Objetives and Benefits (5.2)
Personal Integrity and Reliability (4.2)
Scope (5.3) To select items, a structured two-step approach is adopted.
Personal Communication (4.3)
Governance, Structures and Processes (3.2)
Time (5.4) From literature’s primary sources, a list is composed by
Organization and Information (5.5) characteristics of Change and Transformation, Project
Relations and Engagement (4.4)
Quality (5.6)
Management and Industry 4.0; and success criteria for Value
Leadership (4.5)
Finance (5.7)
Compliance, Standards and Regulations (3.3) Drivers Industry 4.0. From literature’s secondary sources,
Resources (5.8)
Teamwork (4.6) previous list is refined with critical success factors, defined as
Procurement and Partnership (5.9)
Conflict and Crisis (4.7)
characteristics or variables that cause an essential and direct
Plan and Control (5.10)
Power and Interest (3.4)
impact, in Dimensions and Value Drivers of Industry 4.0; and
Risk and Opportunities (5.11) Resourcefulness (4.8)

Stakeholders (5.12)
critical success factors in projects, business and organizations.
Change and Transformation (5.13)
Negotiation (4.9) Based on the analysis of information sources, the questionnaire
Culture and Values (3.5) Select and Balance (5.14) Result Orientation (4.10)
is preparated in order to ask respondents about the degree of
importance given to each of items that are exposed in Table II:
Change management is directly related to perspective
competences (oriented towards results, governance, structures
and processes, power and interest, culture), and people ones TABLE II. Critical Issues
(communication, leadership, ingenuity and goals, objectives and PM.Project Management
benefits), and therefore the analysis of the group of related CT.Change&Transformation PV.Perspective PS.Personal
competences allows a conceptual model to be established, for its 1.Change Capability 1.Strategy 1. Personal Communication
2.People Behaviour 2.Governance & Structures 2. Leadership
subsequent statistical validation. 3.Assistance to Change 3.Power and Interest 3. Resourceffulness
For the case being studied, it is necessary to identify the core 4.Risk and Opportunity 4.Culture and Values 4. Result Orientation
ID.Industry 4.0 Dimensions
competences, which is done in two levels, in order to establish a
TT.Tactics PC.Processes PP.People
knowledge framework on Project Management competences in 1.I+D Proposals 1.Digitization 1.Digital Skills
Industry 4.0. A collection of essential and fundamental skills are 2.Sustainability 2.Data Integration 2.Digital Training
selected from literature [27,30-34], as well as the relationships 3.Investment Plans 3.Automation 3.Qualifications
included in the ICB 4.0, as shown in Fig. 3. OG.Organization IT.Infraestructures RS.Results
1.Motivation to Transform 1.Technological Capacity 1.Digital Features
Taking into account the literature review, the model 2.Collaboration 2.Business Solutions 2.Interconections
proposed and based on competences in PM and Industry 4.0 that 3.Digital Roles 3.Collaborative Platforms 3.Data Analysis
establishes the relationship among Project Management (PM), VD.Industry 4.0 Value Drivers
Industry 4.0 Dimensions (ID), and Industry 4.0 Value Drivers SS :Smart Solutions SI.Smart Innovation SF.Smart Factory SC.Smart Supply
(VD) constructs, is validated in accordance with the Fig. 4. 1.New Opportunities 1.Time to Market 1.Production 1.Efficiency
2.Client Relationship 2.Customization 2.IT Infraestructure 2.Value Proposition
Fig. 4. Conceptual Model Influences PM with Industry 4.0
Once the questionnaire is fully defined, it is distributed by
social networks, through official councils of professionals and
Project thanks to PM associations. After the exhibition period is ended,
Management 355 responses are received, of which 35 are rejected (almost
10%) for not presenting respondents a demonstrable competence
in PM and Industry 4.0 (neither experience nor expertise). To
describe the final sample of 320 individuals, a series of control
questions are made, in order to characterize the sample
population, related to personal issues, with the organization
Industry 4.0 Industry 4.0 where respondents provide their services and about PM, which
Dimensions Value Drivers are summarized in Table III.

490
 TABLE III. Characteristics of Sample Population Thanks to obtained results in the statistical model, as can be
Organization Size U’s % Organization Role U’s % Training in PM U’s %
checked in Fig. 5, causal analysis can be validated, because in
Self-Employment 65 20,3 Technician 67 20,9 Neither 78 24,4 all studied cases, each of the following requirements occur:
Micro 92 28,8 Member Team 60 18,8 University Grade 61 19,1
Small 52 16,2 Project Manager 135 42,2 Postgrade 106 33,1 • CMIN/DF: Chi-square fit index divided by its degrees of
Medium 38 11,9 Program Manager 31 09,7 Master 60 18,7 freedom, lower than 3
Large 73 22,8 Portfolio Manager 27 08,4 Doctorate 15 04,7 • CFI: Comparative fit index, confronting the fit between
Industrial Sector U’s % Project Complexity U’s % Experience in PM U’s % the independent and the estimated model and being
IT 63 19,7 Very Simple 33 10,3 < 01 year 27 08,4 located between 0 and 1, higher than 0,9
Automotive 42 13,1 Simple 107 33,4 01-05 years 51 15,9
Aerospace 34 10,6 Normal 83 26,0 06-10 years 93 29,1 • GFI: Goodness of fit index, expressing the variability
Research 33 10,3 Complex 70 21,9 11-20 years 112 35,0 explained by the estimated proposed model and being
Others 148 46,3 Very Complex 27 08,4 > 20 years 37 11,6 located between 0 and 1, higher than 0,9
• RMSEA: Root mean square error of approximation,
Then, it is necessary to guarantee the accuracy and reliability
predicting how the model fits the covariance matrix of
of the measuring instrument, in order to ensure the results from
population sample, lower than 8%
answered surveys. With a heterogeneity of 19,55%, the sample
population incurs a statistical error of 4,45% for a confidence Once constructs are modeled, the relationship that binds PM,
interval of 95,45%. It also has a reliability of 90,55%, according IM and VD, as main goal of this research, must be specified. Fig.
to Cronbach test. As a descriptive summary of the sample 5 shows the structural equation model (SEM) that links them:
population, in Table IV, the mean (ẋ), standard deviation (σ),
and homogeneity (ri-t) are presented, grouping into constructs. • Relationship between ID-VD is, for sample population,
83.7%, so that Industry 4.0 Dimensions justifies the
TABLE IV. Results of Statistical Study 70.1% of the variance of Industry 4.0 Value Drivers
• Relationship between PM-ID is 97.0% and between PM-
PM ẋ σ ri-t ID ẋ σ ri-t VD ẋ σ ri-t VD is 77.9%, so that Project Management justifies the
CT 3,93 1,00 0,78 TT 4,44 0,64 0,77 SS 4,28 0,75 0,72 60.7%, by direct effect, and the 66.3%, by indirect effect,
CT1 3,93 0,93 0,55 TT1 4,61 0,57 0,56 SS1 4,09 0,80 0,78
CT2 3,93 0,93 0,62 TT2 4,52 0,59 0,61 SS2 4,46 0,64 0,51
of the variance of Industry 4.0 Value Drivers, bringing
CT3 4,02 1,02 0,65 TT3 4,18 0,68 0,54 its total effect to 81.2%
CT4 3,84 1,08 0,61 PC 4,33 0,71 0,88
PC1 4,01 0,71 0,61 Fig. 5. Structural Equation Model (IBMSPSS Amos v22.0)
PC2 4,48 0,64 0,63 SI 4,36 0,70 0,88 e01 e02 e03 e04 e05 e06 e07 e08 e09 e10 e11 e12
PC3 4,49 0,67 0,71 SI1 4,41 0,68 0,76
CT1 CT2 CT3 CT4 PV1 PV2 PV3 PV4 PS1 PS2 PS3 PS4
PV 4,36 0,72 0,81 PP 4,20 0,73 0,94 SI2 4,32 0,72 0,65
PV1 4,04 0,82 0,61 PP1 4,04 0,70 0,64 e13 ST1 0,573 0,694 0,629 0,734 0,663 0,699 0,677 0,635 0,549 0,678 0,706 0,623 0,660
PV2 4,32 0,68 0,70 PP2 4,35 0,72 0,83
PV3 4,63 0,57 0,57 PP3 4,22 0,74 0,74 e14 ST2 0,586 ST CT d01 PV d02 PS d03

PV4 4,43 0,65 0,55 OG 4,26 0,74 0,82 SF 4,29 0,71 0,87 e15 ST3 0,546 d04 0,840 0,938 0,860
OG1 4,33 0,77 0,66 SF1 4,29 0,76 0,70
OG2 4,44 0,65 0,64 SF2 4,28 0,66 0,76 e16 PC1 0,562 d05 PM
OG3 4,02 0,74 0,62 0,921
e17 PC2 0,614 PC
PS 4,48 0,66 0,82 IT 4,06 0,84 0,93 d11
PS1 4,46 0,63 0,61 IT1 4,03 0,84 0,72 e18 PC3 0,658 0,870 SS1 e31
0,997 SS
PS2 4,35 0,71 0,63 IT2 4,23 0,75 0,75 SC 4,49 0,63 0,90 e19 PP1 0,831 d06 0,970 0,779 0,974 0,538 SS2 e32
PS3 4,62 0,62 0,59 IT3 3,90 0,89 0,58 SC1 4,54 0,61 0,72 d12
PS4 4,47 0,67 0,62 RS 4,05 0,88 0,93 SC2 4,45 0,65 0,82 e20 PP2 0,936 PP 0,737 SI1 e33
0,825
RS1 3,89 0,84 0,80 0,962 SI
e21 PP3 0,780 0,660 SI2 e34
RS2 4,28 0,82 0,75 d10 ID 0,837 VD d15
RS3 3,97 0,92 0,73 e22 OG1 0,817 0,822 SF1 e35
PM 4,25 0,84 0,99 ID 4,22 0,77 0,99 VD 4,36 0,70 0,99 0,781
0,942 SF
e23 OG2 0,765 OG 0,878 SF2 e36
d13
To build the structural equation model (SEM), items that e24 OG3 0,886 d07 0,984 0,839 SC1 e37
make up every dimension are grouped in latent variables. 0,965 SC
e25 IT1 0,701 0,892 SC2 e38
Subsequently, these constructs are related to each other, forming d14
a network of interrelations that recognize their complexity and e26 IT2 0,716 IT
0,829
multidimensionality. However, SEM exhibits suggested e27 IT3 0,580 d08
adjustments, thanks to Lagrange multipliers test, in which
e28 RS1 0,851 d09
improvement is obtained by adding a series of covariances to
errors of the theoretical model, being proposed only those that e29 RS2 0,880 RS SEM indexes
CMIN (Χ2) 1724,748 DF 649 CMIN/DF 2,658
are statistically significant, establish relationships among factors e30 RS3 0,825 CFI 0,913 GFI 0,939 RMSEA 0,062
errors from the same latent variable and own a theoretical
baseline justification. Scores on each dimension, do not only However, this model must be understood as a first justifiable
depend on the main constructs, but they are influenced by terms step to analyze, with greater precision, the relationships between
of (residual) errors. In this way, the constructs are free of PM areas with Industry 4.0 Dimensions and Value Drivers, in
measurement error, because these parameters are different from order to prioritize those PM domains in which to act, thanks to
the variables which are associated: PM, ID and VD. its impact on this new emerging industry critical factors.

491
 VI. Conclusions
From the model described, based on the IPMA ICB 4.0
standard, there is a body of competences, directly and
significantly related to Industry 4.0 dimensions. Competences
affecting the professional development of organizations’ human
capital are critical success factors to move forward securely in
the transition towards Industry 4.0 value drivers, confirming
Dulewicz & Higgs [9], Koutsikouri, Dainty and Austin [10],
Müller & Turner [11], Turner, Müller & Dulewicz [12],
Kandelousi, Ooi & Abdollahi [13] and Awan, Ahmed &
Zulqarnain [14] conclusions. PM by competences allows to lead
people, manage processes and administrate resources.
Practical skills, although they are factors defining success in
the implantation of projects, paving the way for a transition
towards the new industrial paradigm, are not enough in
themselves to tackle this change, but also require the opening of
perspective competences (strategy, governance & structures,
power & interest and culture & values) and people ones
(communication, leadership, resourcefulness and results
orientation), as well as the central competence (change and
transformation), enriching the Le Deist & Winterton [27],
Stevenson & Starkweather [30], Chipulu et al., [31], Omidvar,
Samar & Alias [32], Su, Goluvich & Robbins [33] and Zadeh et
al. [34] models, in the search for success in the implantation of
projects in the current context of information technology.
Industry 4.0 means a new challenge for PM practitioners, as
it has been demonstrated that there are highly relevant
relationships between behavioural, technical and contextual
competences. This means it will be necessary for project
managers to adapt to this new industry needs and expectations.
Once the importance of people on Industry 4.0 is confirmed,
most critical competences should be emphasized and prioritized
in future researches, according to their Industry 4.0 impact.
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