COMPETENCIES OF PROJECT MANAGER ON PROJECT

SUCCESS IN HIGHER EDUCATIONAL INSTITUTES OF PAKISTAN:

USING COMMUNICATION TECHNOLOGY AS MODERATOR FACTOR

(VERIFIED FROM DSPACE BU REPOSITORY)

Research Proposal

Submitted by

FAHAD RUSTAM
01-398191-026
MSPM 3-A

Supervisor

DR. MUHAMMAD HAMMAD AKHTAR KHALID KHAN

DEPARTMENT OF MANAGEMENT SCIENCES

BAHRIA UNIVERSITY ISLAMABAD CAMPUS
 Contents
(VERIFIED FROM DSPACE BU REPOSITORY)...........................................................................................1
ABBREVETIONS......................................................................................................................................4
ABSTRACT..............................................................................................................................................5
CHAPTER 1.............................................................................................................................................6
INTRODUCTION.....................................................................................................................................6
1.1. Background of study..............................................................................................................6
1.2. Problem Statement:...............................................................................................................8
1.3. Research Gap:........................................................................................................................8
1.4. Research Questions:..............................................................................................................8
1.5. Research Objective:...............................................................................................................9
1.5.1 Specific Objective:.................................................................................................................9
1.6. Significance of Study:.............................................................................................................9
CHAPTER TWO.....................................................................................................................................11
LITERATURE REVIEW............................................................................................................................11
2.1. Project Manager Competencies:...............................................................................................11
2.2. Communication technology:.....................................................................................................13
2.3. Project Success:........................................................................................................................14
2.4. Theoretical Framework :........................................................................................................17
2.8. Hypothesis................................................................................................................................17
CHAPTER THREE:.................................................................................................................................18
RESEARCH METHODOLOGY.................................................................................................................18
3.1. Research Design:.......................................................................................................................18
3.2. Nature of Study:........................................................................................................................18
3.3. Unit of Analysis:........................................................................................................................18
3.5. Sampling Design:......................................................................................................................19
REFERENCES........................................................................................................................................21
 ABBREVETIONS

P………………………… Projects

PM………………………Project Manager

P.M……………………...Project Management

TAM…………………….Technology Advancement Model

CT………………………Communication Technology

IV……………………… Independent Variable

MV……………………. Moderating Variable

DV……………………. Dependent variable

CSF…………………… Critical Success Factors

 ABSTRACT

The basic aim of this study is to measure the impact of competencies of Project manager on
success of the project when communication technology moderates the relationship. The main focus
of this research is on higher education institutes of Pakistan. This study is quantitative in nature. PM
competencies act as the independent variable having four attributes i.e. Knowledge, Training, Ability,
and Experience. Project Success is acting as dependent variable having four attributes i.e. cost,
stakeholder satisfaction, scope and schedule. Communication Technology is acting as moderating
variable in this study.
 CHAPTER 1
INTRODUCTION

1.1. Background of study

A project is defined as “A unique process consisting of a set of coordinated and

controlled activities with start and finish dates, undertaken to achieve an objective
conforming to specific requirements, including constraints of time, cost and resources” (PMI
2010). Projects are quite different with operational work or activities in terms of
characteristics (Keegan n.d.) in European Management Journal, vol. 19, pp. 254-267.

Practices of Project Management leads to project completion as intended, by doing it

efficiently by achieving the stakeholder requirements and reducing the cost (L. Koskela and
G. Howell 2002). Taking about Project management, it is new concept that is developed and
the literature of PM is relatively short in theoretical and conceptual basis. (Dvir 1996)

The improvement of online based correspondence innovations (CT) has been

changing the scholastic condition and adding to the advanced change in advanced education
organizations. Specifically, they have been demonstrating valuable to expand the degree of
correspondence among understudies and instructors in the advanced education field . (Ben
Youssef and Dahmani 2008)

Universities and other comparable establishments are relied upon to be worried about
creating and actualizing innovative correspondence foundations that will furnish them with
fitting channels to speak with their crowds. Moreover, these correspondence advancements
ought to furnish understudies and educators with the instruments they have to encourage their
communication so the instructing and learning strategic be accomplished. (Comi,S., G.
Argentin, M. Gui, F. Origo 2017).
Success in Projects is achieved by delivering results must be more than expectations,
this is not linked with adopting the best practices of project management and not by thinking
advance about quality management. (C. Besner and J. B. Hobbs 2004).According to chinease
stakeholders, If we measure the project success over Iron triangle, its relationship is more
rated. (Wang 2006)

The most important trait of good or productive project manager is competence. If a

project manager have proper field training and also professional certificate, So that project
manager is a competent manager (Al-Hajj 2018). Traits of project manager like competence
or style of leadership have no impact on success of project. (J. R. Turner and R. Müller
2005a)
Different researches regarding project manager’s competencies founds a strong
relationship between the emotional intelligence and different traits like leadership, managing
conflicts, team work. (Sunindijo 2007). Project Manager competencies refer to different
interpersonal knowledge and skills of business possessed by a competent person that enables
him to understand the work area, business communication with stakeholders. (Zainuddin, E.;
Bassellier, G.; and Benbasat 2012)
As projects are complex in nature, these projects needs efficient competencies in a
project manager to work in competitive environment. Project manager it self and also its team
have should have four characteristics (KATE) i.e. (K) Knowledge, (A) Ability, (T) Training,
(E) Experience to deal with everyday work challenges. The two competencies must studied
by project managers attribute i.e. skills, attitude and knowledge, so using these he or she will
perform task. (Rainsbury, E., Hodges, D., Burchell, N., and Lay 2002)

The main purpose of adopting project management practices is to achieve the goals of
project leads towards project success. Yet, no proper definition of project success is defined
so this will complicate the success of project achievement. The main factor that influence the
project success is the project manager’s experience (Seeling 1967)

The different reasons that effects in different proportions on success of projects

differently, that will include communication with stakeholder, clearly defined goals, project
organization, scope management, managerial support, user involvement, project leadership,
adaptability for events which occurs unexpected and timely feedback. (Davies 2002)

If the project team and project manager’s leadership corporate with each other, the
project may achieve the success and achieve its goals. (Cech, P.; and Chadt 2015). Different
factors that are recurring to test project manager’s quality are projects, uncertainty, suspense
and crisis. (Aretoulis, G.; and Triantafyllidis 2016).

It is therefore, time to build understand that the impact of competencies of Project

Manager’s Competencies on success or failure of projects in Higher Educational Institutes of
Pakistan based on four factors i.e. cost, budget, scope and stakeholder satisfaction using
Communication Technology as Moderating Factor. So, this research is carrying to study the
Impact of project manager’s competencies on project success using communication
technology as moderating factor.

1.2. Problem Statement:

Providing support to Higher Educational Institutes of Pakistan for the success of

project must be tested for details, to equipped project manager with both abilities i.e.
technical and managerial skills that are required for the better approach towards success of
project using communication technologies. It is also necessary to examine the project
manager competency scientifically instead of using traditional ways when use of
communication technology.

Due to NOVEL COVID-19 lockdown situation, there is a huge need to research that
will examine the impact and role of project manager’s competencies on success of project
using the communication technologies, which is highly required now a day, for Higher
Educational Institutes in Pakistan.

Therefore, the aim to this study is to examine the correlation between project
manager’s competencies on project success using communication technology as moderating
factor, in higher educational institutes of Pakistan to highlight these sub-competencies that
should be focused or need to be improved.

1.3. Research Gap:

Impact of project manager’s competencies are examined in different pervious

researches on project success. But no one check the moderating effect of communication
technology impacts the project manager’s competencies on project success especially in
higher educational institutes. Mostly researches consider project success in term of cost,
schedule and scope. In this research, fourth element that is stakeholder satisfaction will also
be examine to evaluate the project success as an external factor.

1.4. Research Questions:

The main aim of this research is to understand why the projects are succeed by
looking to the contribution or involvement of project manager when using communication
technology. The main focus of this research is the impact that PM can make and also
studying the effects of competencies towards the success of the project. To study the issue
that is mentioned above, this research addresses going the address following research
questions:

 What is the impact of project manager’s competencies on project success

 What is the impact of project manager’s competency when using communication
technology as moderating factor on project success?

1.5. Research Objective:

The objective of this study is to give strong recommendations to higher educational

institutes in Pakistan regarding the effect of project manager’s competencies on success when
using communication technologies as communication tool.

1.5.1 Specific Objective:

To achieve the objectives of this research in detail, following specific objectives will
be addressed

 Access the impact of Project manager’s competencies on project success when

using communication technology as moderating variable

1.6. Significance of Study:

The significance of this research is to enhance and improve project manager’s

performance and during executing of the project, the managerial ways he adopted using his
competency when using communication technology. This will done by providing perception
regarding correlation between the project manager’s competencies and the success or failure
of project. Since, there is no research regarding communication technology as moderating
factor.

This study is on both PM’s (Chair Departments) and the project coordinators who
work with project managers, so that they can self-evaluate that how they see themselves
managing their own projects during this pandemic situation. Also see that how their project
coordinators access the performance of the project manager’s so called subordinates
evaluation. And at the end record the difference between both evaluations.

When assessment is complete, the gaps are identified in competencies of project

manager’s when using communication technology in higher educational institutes of
Pakistan. This will also helpful for the universities that it will develop PM’s competencies for
using communication technologies. It will also provide the recommendations to develop the
PM’s at their best and achieve the educational/institutional goals.
 CHAPTER TWO

LITERATURE REVIEW

In this section, the hypothetical foundation for the fundamental variables concentrated
in this study is introduced, covering the concern areas for this study; the major focused on
the impact of four project manager competencies Knowledge (Strategic Perspective, critical
analysis and vision & imagination); Ability (self-awareness, intuitiveness, influence,
conscientiousness, emotional resilience

2.1. Project Manager Competencies:

Competencies of Project Managers are a set of KATE factor i.e. knowledge, ability,
training (skills) and experience that surely effect the individual’s job major part. We can
elaborate this as the ability of project manager to control a specific process and related
activities in a manner that he or she achieves a goal.

A project manager have two aspects of his or her responsibilities, technical

responsibilities related to project such as planning, scheduling, monitoring & controlling,
analyzing the project statistically. The other major responsibility is to manage the peoples of
the project and motivate them so they all will successfully complete their tasks and ultimately
the goal will achieve. (Neuhauser 2007)

PM is a person, who will finalize the end goals(expectations) for a project. He or she
set these expectations in terms of cost, schedule, scope and quality. PM also make sure that
they all are not conflict with each other totally. Project Manager is the only person who is
responsible when anything bad happens or any kind of conflict arises between the stakeholder
and the project team. (R Ireland 1992).

Some of the observations which are related to project manager’s successful behavior
are as follows:

1. Project success is related to the competencies of a project manager.

2. Different styles of projects are adopted at every single stage of project management
life cycle.
3. Different leadership styles are required when your project is diverse i.e. multicultural.
 4. It is the responsibility of project manager to create an effective and efficient work
environment for members of his or her team.
5. Most of the project managers try to adopt the task oriented behavior rather than
people oriented behavior.
6. Success of project is also influenced by leadership style.

These are different observations regarding the behavior of the project manager. (J. R.
Turner and R. Müller 2005b)

PMDC which is project management competency development provides a framework

which defines the competencies of project manager as he or she applies knowledge, ability,
training and experience along with personal behaviors regarding the project deliverables so to
meet the different requirements of a stakeholder. (PMI 2007)

Skill competency is a major competency of project manager, it concerned with further

two competencies i.e. social & emotional. Both must be present in project manager while
managing himself and also the relationship with his or her project team. These can also
measured using some of the leadership constructs, which are self awareness, intuitiveness,
influence, conscientiousness, emotional resilience, interpersonal sensitivity and motivation.
(Geoghegan, L.; and Dulewicz 2008)

Project manager must have some role and responsibilities during his career life based
on his or knowledge i.e Critical Analysis & judgment, strategic perspective and vision &
imagination. (Hamid 2006)

Experience competency is also concerned with how manager do or manage

his or her tasks and also manager individuals. This can be tested using five constructs of
leadership i.e. resource management, empowering, achieving, engaging communication and
developing. (Muller, R.; and Turner 2010)

A study is conducting the relationship b/w types of project and the attitude of
project manager. Some of the relations are: urgent, novel, complex & normal. Reliability and
honesty is pre-valent in all types of projects for effectively development of attitude.
(Bakhsheshi and Nejad 2011)
 Some relating characteristics with people interactions are also prevalent, which also
shows that people management is also include project management primarily. For
successfully delivering the projects, PM must be firm whilst and also able to negotiate. This
is also key to leadership effectiveness. It also ensures the manners of project team to fulfill
their core responsibilities. (cohen 2013)

2.2. Communication technology:

Communication plays a very important role in every aspect of life not only for
establishing good relationships but also for coordination, teamwork and achieving our goals.
Project Planning, Scope, HR, Procurement, Managing Schedule, Costs, all are the
knowledge areas affiliated with PM. One major area, which is sometime underestimated or
no one give importance to it, is communication i.e. how to manage it and documentation.
Sometimes, poor management of documentation & communication leads to many issues
related to project success, moreover affect the schedule overrun, budget overrun, scope
buffer, dis-satisfaction of stakeholder with the corporation of project team and end results.(in
Ford Lumban Gaol, Fonny Hutagalun 2017).

Communication management area of PM is very difficult because it involves dealing

with project team i.e interactions with the humans, and is related closely to beliefs, demands,
trust and soft skills. To deal with such kind of challenges, PM should have adopted good
practices of communication management and follow the patterns to characteristics of the
project team and also the project. (Muszyńska and Marx 2019).

HEI’s engaged in projectified and internationalization with different projects whose

scope are inter-organizational. According to Creators & disseminators theory, universities
must apply the communication management practices. Although, PM tools and techniques
are the means for meeting the funding needs which are to be considered by admin staff &
hardly affect the implementation of the project. This is framed by relation between nature of
research & compliance with PM and admin funds requirements. (Fowler, Nina, Marcus
Lindahl, and David Sköld 2015)

The new era which is based on online CT (communication technology) has been
moderating the environment of academics & contribution towards digital transformation in
HEI’s. Particularly, new technologies are proving as helpful for decreasing the
communication gap between scholars and instructors in arena of higher education. (Youssef,
A. Ben 2008)

As social media has great impact on life of a student, so it is more effective tool for
communication in the context of teaching. The perceived convenience to use social media
and also have impact on students for the purpose of education. The usage of social media
enhance the squint interaction, also improves the interaction between students and teachers
also the engagement of students. Also squint interaction and involvement have positive
impact on synergic learning which is beneficial for students and the head of department or
institute in ability to make opportunities of supporting, promoting and encouraging the
adoption and implementation of social media in learning management system. This also
provide the unique experience to teachers regarding use of social media. (Bozanta 2017).

A research supported by Technology acceptance model (TAM), evaluate the success

of scholars or students who are using e learning media or platform. Evaluating their adoption,
dependency & integration of this technology with academic related activities. The students
views regarding e learning platform usage is associated with willingness to use these
effectively in every situation. So, the merger of e learning system into face to face learning
activities may be promoted & also need support of the higher educational institutes. (Moreno,
V., F. Cavazotte 2017)

2.3. Project Success:

The connectivity of project and its successful status has more complexity than the
simple outcome of project between success and failure status. There are several projects in
history, which have failed in terms of project success, its cost, time and scope, but have been
marked successful in terms of impact and uniqueness all over the globe. The examples
include Sydney Opera House and the Hubble Telescope.(Dvir 2007). Additionally, a project
cannot be termed as a successful investment if the project doesn’t meet its standard
objectives, which in turn delivers the desired outcome keeping in view the constraints of
time, cost and quality.(Institute 2016)

For analyzing the complexity of project success, one can consider it as a multi-
dimensional structure. The relationship between project management success and product
success also needs to be distinguished to analyze the complexity of project success.
(Anderson 2014). The former focuses on the triple constraints whereas the latter focused on
the project’s strategic goals and requirements, catering the needs of applicable stakeholders in
parallel as well. (Baccarini 1999)

A range of models have been developed to measure project success, popularized and
drawan different underlying assumptions by [Pinto and Prescott (1988); Shenhar et al.
(2002); Hoegel and Jamden (2001) for measuring the success of the project, (Turner, J.R.
2006). The combination of these models was made and evaluated the literature on
benchmarks for project success, delivered in the past 40 years. This model was selected to
measure project success for this research based on its recent literature research and study.
(Khan, K., Turner, J.R., Maqsood 2013).

The selected model keeps a delicate balance between soft and hard factors.
Additionally, it also has divided the 25% success criteria into five dimensions, otherwise
termed as iron triangles. (Khan, K., Turner, J.R., Maqsood 2013)

The conventional test of project attainment of success status is connected to meeting

time, cost and quality objectives (iron triangle). Additionally, the financial performance and
cost / benefit analysis and profits is measured. (Shenhar, A., Dvir 2007)(Shenhar, A.J.,
Tishler, A., Dvir, D., Lipovetsky, S., Lechler 2002). Moreover, the most frequently used
project performance metrics are associated to reach to the schedule and cost values that have
been primarily planned for project End. (Ling 2004)

The project success is interlinked to the multidimensional structure and has their own
meaning and description of the diverse stakeholder groups (chou, J.S., Yang 2012). To begin
with, the five criterias for measuring success include efficiency linked and connected to the
iron triangle, the impact made on the global community, the image and sustainability of the
real requirements and wants in society, affecting the project’s future. Additionally, the project
success can link to the five different aspects, which includes the efficiency of the project, the
fruitful impact not only on the client (customer) but also on the project team, measurement of
tangible success of business and forecasting the future (Shenhar, A., Dvir, D. 2007).

Earlier, the project success was evaluated in terms of total time, cost and quality,
which is also referred to as the triangle iron. (Atkinson 1999). However, in the recent years,
scholars and researchers have added and updated the criteria for project success which is
based on stakeholder contentment, the impact on environment globally, the efficient
utilization of resource. (Osei-Kyei, R., Chan, A.P., Javed, A.A., Ameyaw 2017)

Furthermore, the success factors (SFs) for BOT projects in China have been
highlighted and identified. The identification of eight CSFs, includes appropriate project
recognition; Constant and positive political and economic environments; Smart Financial
packages; Satisfactory toll / tariff points; Appropriate risk allocation; Selection of suitable
subcontractors; Administration control; and expertise technology transfer .(Qiao, L., Wang,
S.Q., Tiong, R.L., Chan 2001). These CSFs are imperative in the overall procurement phase
of PPP projects (Li, B., Akintoye, A., Edwards, P.J., Hardcastle 2005)

Project Success has been connected with project management construction and
engineering fields traditionally, however, the project success criteria includes reaching the
objectives and the success needs to be well-accepted and determinate. It can be measured in
terms of time, budget and traditional triangle standards. Additionally, it can also include the
quality of the client's reference terms. Project management is ubiquitous these days in the
service zone, as well as in the domain of social work related projects (Diallo, A., Thuillier
2005)

By inputting the concept of Project Success Scales lead the ‘iron triangle (i.e. cost,
time and quality), and several other criteria were recently added. The project success scales
were measured by the benefit to the company, end user approval, profit and advantage to
relevant stakeholders, assistance to project staff, tactical and strategic objectives and business
success of the company were achieved. (Ika. 2015)
 2.4. Theoretical Framework:

Moderating Variable(MV)

Communication Technology

Project Success
Project manager competencies - Cost
- Schedule
- Knowledge
- Scope
- Ability
- Stakeholder
- Training
Satisfaction
- Experience

Independent Variable(IV) Dependent variable(DV)

2.8. Hypothesis

H1: Competencies of Project Manager has positive impact on project success.

H2: Competencies of Project Manager has directly impact on communication technologies.

H3: Communication technology has moderating role in project success

PM competencies which includes Knowledge ((Hussin and Hamid,2006), Ability

(Bakhsheshi and Nejad, 2011), Training (Geoghegan and Dulewiz, 2008), and Experience
(Muller and Turner, 2010), has strong relationship in moderation effect on communication
technology, the project success i.e. cost, budget, schedule & stakeholder Satisfaction (Assem
Al-Hajj, 2018) are dependent variable.
 CHAPTER THREE:

RESEARCH METHODOLOGY

The methodology section of this research project depicts the basis for the use and
application of particular strategies and systems with a specific goals to recognize select and
examine the evidence connected to understanding the research issue. This will allow the
readers and pursuers to fundamentally assess a study general acceptability and dependability.
This section of the project answers two primary questions: How was the information gathered
or produced? Also, how was it broke down for analysis? This helps other using it later, to
judge whether the conclusions are valid and assess whether the outcomes are reproducible to
reuse the work for further examination.

3.1. Research Design:

The purpose of this research is to examine different projects and to find out how
communication technology enhances Project Manager’s Competency.

3.2. Nature of Study:

The nature of this study is quantitative as it goes into the systematic observational
examination of the true fundamental relationship between impact of Project Manager’s
Competency, and success of the project suing communication technology as moderating
factor. The cross sectional data collected will be through primary sources i.e. Project
Managers, Directors, Deans, Chair Departments, Professors, Assistant Professors, Lecturers
Engineering Managers.

3.3. Unit of Analysis:

The unit analysis of this research is the team members associated with Projects
(higher educational institutes) in Pakistan

3.4. Population:

As the study is primarily concerned with the performance of the projects and ventures
in the region of project manager’s competencies, the population size of this research study is
taken 50 universities of Pakistan. For collecting data which has minimum disparities, the
managers has asked to fill the questionnaires truthfully and honestly, assuring that the
information of the respondents has kept anonymous. This will biasness by the respondents
while specifically controlling the survey, making them respond in an open manner.

3.5. Sampling Design:

A sample is designed for assessing and evaluation the last 5 years assignments
executed in the higher educational institutes and the responses regarding the success of the
assignments, from a minimized chunk of a lot of project managers (Directors, deans, chair
departments, Associate Professors, Assistant Professors, Lecturers) that have been
supervising different departments. The sampling for this study is introduced with an approach
to choose the number of managers from different functions, response that will illustrate the
overall impact of Project Manager’s Competency on project success while using
communication technology as moderating factor. Accuracy and precision patterns will
necessarily be maintained for designing the sample valid and substantial.

3.6. Sample Size:

Any realistic or observational study uses a particular sample as a critical part to

complete it. The sample of this study will be taken from managers of different universities of
Pakistan. As the population is finite, through the chosen sample, the responses encountered
from the selected numbers of managers shall be deduced to forming certain assumptions
about the whole population.

3.7. Research Instrument:

The research study is based on the primary data sources, using questionnaires as an
instrument to collect the data, as it provides the detailed responses from the respondents
regarding the variables used. The questionnaire has designed by using Likert Scale, which
examined the responses of the officials on the scale of 1-5 about how strongly they agree or
disagree with the impact of Project Manager’s Competencies when using communication
technology as moderating variable on project success. The questionnaire has three sections,
Section – I has questions related to demographic information, Section – II has questions
related to measurement items of Project Manager’s Competencies (i.e. Knowledge, Ability,
Training and Experience) and Section – III has questions related to use of communication
technology to accelerate the project performance and Section-IV has questions related to
project success (Cost, schedule, scope, stakeholder satisfaction).
3.8. Data Analysis:

Mean, Standard Deviation, Correlation Analysis and Linear Regression Analysis were
performed using SPSS software to analyze the collected data and yield the results. The
validity of data was also checked through Cronbach’s Alpha (α) Analysis..
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