The influence of project manager competencies on the success of construction projects: A case of Indonesia
-
Author(s)Anita RauzanaLink to ORCID Index: https://orcid.org/0000-0002-2017-8434
,
Muhammad Hafidz AkbarLink to ORCID Index: https://orcid.org/0000-0002-3778-2523
,
Wira DharmaLink to ORCID Index: https://orcid.org/0000-0003-2753-9594
-
DOIhttp://dx.doi.org/10.21511/ppm.20(4).2022.06
-
Article InfoVolume 20 2022, Issue #4, pp. 67-75
- 741 Views
-
444 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Competent project managers are expected to be able to achieve project success in terms of time, quality, and costs specified in the contract. This study aims to determine the competence of project managers that has the most significant influence on the success of a construction project. The data used were questionnaires distributed to 43 respondents employed at contractor companies located in Aceh Province, Indonesia. The samples were selected using Stovin’s formula; data were analyzed using descriptive statistical methods. The results of the study showed that of ten project managers’ competence factors, the top five rankings were obtained by knowledge factor (X1) with a mean value of 4.773, problem-solving (X8) with a mean value of 4.659, technical skills (X5) with a mean value of 4.587, general skills factor (X2) with a mean value of 4.531, and attitude and behavior factor (X3) with a mean value of 4.521. The findings show that the knowledge factor was dominant among all project manager competencies necessary to implement construction projects in Aceh Province. This shows that the knowledge possessed by a project manager significantly affects the successful implementation of such projects.
- Keywords
-
JEL Classification (Paper profile tab)D80, D81, J24
-
References59
-
Tables3
-
Figures0
-
- Table 1. Validity and reliability test results
- Table 2. Characteristics of respondents
- Table 3. Ranking the mean values for each factor
-
- Ahern, T., Leavy, B., & Byrne, P. J. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management, 32(8), 1371-1381.
- Ahsan, K., Ho, M., & Khan, S. (2013). Recruiting project managers: A comparative analysis of competencies and recruitment signals from job advertisements. Project Management Journal, 44(5), 36-54.
- Aidil, M., Rauzana, A., & Muhammad, N. (2021). A Study on Drinking Water Distribution Project in Banda Aceh. Journal of Physics: Conference Series, 1933(1), 012091.
- Alaloul, W. S., Liew, M. S., & Zawawi, N. A. (2016). Identification of coordination factors affecting building projects performance. Alexandria Engineering Journal, 55(3), 2689-2698.
- Alvarenga, J. C., Branco, R. R., Guedes, A. L. A., Soares, C. A. P., & Silva, W. (2020). The project manager core competencies to project success. International Journal of Managing Projects in Business, 13(2), 277-292.
- Arikunto, S. (2006). Research Procedures: A Practical Approach. Rineka Cipta.
- Badiru, A. B., & Pulat, P. S. (1995). Comprehensive Project Management: Integrating Optimization Models. Management Principles and Computers. Prentice-Hall Inc.
- Ballesteros-Sánchez, L., Ortiz-Marcos, I., & Rodríguez-Rivero, R. (2019). The impact of executive coaching on project managers’ personal competencies. Project Management Journal, 50(3), 306-321.
- Bayiley, Y. T., & Teklu, G. K. (2016). Success factors and criteria in the management of international development projects. International Journal of Managing Projects in Business, 9(3), 562-582.
- Blaskovics, B. (2016). The impact of project manager on project success – The case of ICT sector. Society and Economy, 38(2), 261-281.
- Boakye, L. G., & Liu, L. (2016). With the projectisation of the world, the time is right to unravel why International Development Project (IDP) failure is prevalent. Universal Journal of Management, 4(3), 79-90.
- Brahmantariguna, I. A., Dharmayanti, C., & Yansen, I. (2016). Relationship Of Project Manager Competence To The Success Of Building Construction Projects. Journal of Spectrum, 4(2), 55-62.
- Bredillet, C. N., Conboy, K., Davidson, P., & Walker, D. (2013). The getting of wisdom: The future of PM university education in Australia. International Journal of Project Management, 31(8), 1072-1088.
- Briere, M., Oosterlinck, K., & Szafarz, A. (2015). Virtual Currency, Tangible Return: Portfolio Diversification with Bitcoin. Journal of Asset Management, 16, 365-373.
- Coldwell, D. A. L., Williamson, M., & Talbot, D. (2019). Organizational socialization and ethical fit: a conceptual development by serendipity. Personnel Review, 48(2), 511-527.
- Dimyati, H., & Kadar, N. (2014). Project Management. CV Pustaka Setia.
- Dulewicz, V., & Higgs, M. (2005). Assessing leadership styles and organisational context. Journal of managerial Psychology, 20(2), 105-123.
- Fahri, J. (2019). Identifying success criteria and critical factors at the post-handover stage for international development projects. University of Sydney.
- Gustavsson, T. K., & Hallin, A. (2014). Rethinking dichotomization: a critical perspective on the use of ‘hard’ and ‘soft’ in project management. International Journal of Project Management, 32(4), 568-577.
- Katz, S. (1965). A Systems Approach to Development Administration: A Framework for Analyzing Capability of Action for National Development. Comparative Administration Group, American Society for Public Administration.
- Kaur, P., Stoltzfus, J., & Yellapu, V. (2018). Descriptive statistics. International Journal of Academic Medicine, 4(1), 60-63.
- Kerzner, H. (2001). Project Management; Systems Approach to Planning, Scheduling and Controlling. New York: John Wesley & Sons.
- Kerzner, H. (2006). Construction Project Application Guide. Yudhistira.
- Khang, D. B., & Moe, T. L. (2008). Success criteria and factors for international development projects: A life-cycle-based frame-work. Project Management Journal, 39(1), 72-84.
- Kolot, A., Lopushniak, H., Kravchuk, O., Varis, I., & Ryabokon, I. (2022). Transferable competencies of HR manager under global socio-economic changes. Problems and Perspectives in Management, 20(1), 322-341.
- Martina, K., Hana, U., & Jiri, F. (2012). Identification of managerial competencies in knowledge based organizations. Journal of Competitiveness, 4(1), 129-142.
- Memon, A. H., Rahman, I. A., Abdullah, M. R., & Azis, A. A. A. (2014). Factors affecting construction cost performance in project management projects: Case of MARA large projects. International Journal of Civil Engineering and Built Environment, 1(1), 30-35.
- Meredith, J., & Mantel, S. J. (2009). Project management: A managerial approach. John Wiley & Sons.
- Mora, L. (2011). Implementation of Project Management in the Construction Sector. Erlangga.
- Moradi, S., Kähkönen, K., & Aaltonen, K. (2020a). Comparison of research and industry views on project managers’ competencies. International Journal of Managing Projects in Business, 13(3), 543-572.
- Moradi, S., Kähkönen, K., & Aaltonen, K. (2020b). From past to present – the development of project success research. Journal of Modern Project Management, 8(1), 1-20.
- Oberlender, G. (2000). Project Management for Engineering and Construction (2nd ed.). McGraw-Hill Companies, Inc.
- Orchard, S. E., & Stringer, L. C. (2016). Challenges to polycentric governance of an international development project tackling land degradation in Swaziland. Ambio, 45(7), 796-807.
- Palan, R. (2007). Competency management. PPM Publisher.
- Project Management Institute (PMI). (2017). A guide to the project management body of knowledge (PMBOK guide) (6th ed.). Newton Square, USA: Project Management Institute.
- Project Management Institute (PMI). (2018). A guide to the project management body of knowledge (PMBOK® guide) (7th ed.). Project Management Institute.
- Rabechini, R. J. (2001). A importância das habilidades do gerente de projetos. Revista DeAdministração, 36(1), 92-100. (In Portugese).
- Rauzana, A. (2016a). Identification and Assessment of Risk Factors Affecting Construction Projects in North Aceh, Indonesia. IOSR Journal of Business and Management, 18(09), 72-77.
- Rauzana, A. (2016b). The effect of the risk factors on the performance of contractors in Banda Aceh, Indonesia. ARPN Journal of Engineering and Applied Sciences, 11(15), 9496-9502.
- Rauzana, A., & Dharma, W. (2021). The knowledge and awareness of occupational health and safety requirements among civil engineering students in an Indonesian university. Global Journal of Engineering Education, 23(3), 210-215.
- Rauzana, A., & Dharma, W. (2022a). Causes of delays in construction projects in the Province of Aceh, Indonesia. Plos One, 17(1), e0263337.
- Rauzana, A., & Dharma, W. (2022b). The effectiveness of on-line learning at an Indonesian university during the Covid-19 pandemic: students’ perspectives. World Transactions on Engineering and Technology Education, 20(1), 71-75.
- Ritz, G. (1994). Total Construction Project Management. McGraw-Hill, Inc.
- Robin, S. P., & Judge, T. A. (2013). Organizational behavior (15th ed.). Pearson Education, Inc.
- Roopa, S., & Rani, M. (2012). Questionnaire Designing for a Survey. The Journal of Indian Orthodontic Society, 46(4_suppl1), 273-277.
- Sekaran, U. (2006). Research methods for business: A skill building approach (4th ed.). John Wiley & Sons.
- Shafiei, N. A., & Puttanna, K. (2018). Cost and schedule performance analysis of World Bank international development projects in Afghanistan. International Journal for Research in Engineering Application and Management, 4(11), 462-467.
- Shah, M. (2004). Tips for Successful Managers. Binapura Aksara.
- Stoner, J. F., Freeman, R. E., & Gilbert, D. R. (2012). Management. Prentice-Hall Inc.
- Sudarto. (2001). The Effect of Project Manager Quality on Decent Rewards. University of Indonesia.
- Sugiyono. (2015). Combination Research Methods. Alfabeta.
- Sunindijo, R. Y. (2015). Project manager skills for improving project performance. International Journal of Business Performance Management, 16(1), 67-83.
- Taherdoost, H. (2019). What Is the Best Response Scale for Survey and Questionnaire Design; Review of Different Lengths of Rating Scale/Attitude Scale/Likert Scale. International Journal of Academic Research in Management, 8(1), 1-10.
- Turner, J. R., Müller, R., & Dulewicz, V. (2009). Comparing the leadership styles of functional and project managers. International Journal of Managing Projects in Business, 2(2), 198-216.
- Walas, B., Nocon, M., Nemethy, S., Petrovic, F., & Oleksa-Kazmierczak, A. (2021). Diagnosis of competencies in the meetings industry in Poland, Hungary and Ireland in post-COVID-19 period. Problems and Perspectives in Management, 19(4), 198-212.
- Wulandari, J., Raharja, S. J., Muhyi, H. A., & Nurasa, H. (2018). Identifikasi kompetensi manajerial pada level manajemen menengah dalam industri perbankan Indonesia. Jurnal Siasat Bisnis, 22(1), 20-37. (In Indonesian).
- Yukl, G. A. (2010). Leadership in organizations (7th ed.). Prentice-Hall Inc.
- Yulianto, O. (2005). The Influence of Superior Competence on the Progress of Thesis Project Progress. Udayana University, Denpasar.
- Zhang, F., Zuo, J., & Zillante, G. (2013). Identification and evaluation of the key social competencies for Chinese construction project managers. International Journal of Project Management, 31(5), 748-759.
-
Perceived health risk, online retail ethics, and consumer behavior within online shopping during the COVID-19 pandemic
Yuniarti Fihartini ,
Arief Helmi ,
Meydia Hassan ,
Yevis Marty Oesman
doi: http://dx.doi.org/10.21511/im.17(3).2021.02
Innovative Marketing Volume 17, 2021 Issue #3 pp. 17-29 Views: 4454 Downloads: 1707 TO CITE АНОТАЦІЯThe risk of virus contracting during the COVID-19 pandemic has changed consumer preference for online shopping to meet their daily needs than shopping in brick-and-mortar stores. Online shopping presents a different environment, atmosphere, and experience. The possibility of ethical violations is higher during online than face-to-face transactions. Therefore, this study was conducted to investigate the influence of perceived health risk and customer perception of online retail ethics on consumer online shopping behavior during the COVID-19 pandemic, involving seven variables, namely perceived health risk, security, privacy, non-deception, reliability fulfillment, service recovery, and online shopping behavior. The data were collected through an online survey by employing the purposive sampling technique to a consumer who has shopped online during the COVID-19 pandemic in Indonesia. 315 valid responses were obtained and analyzed through quantitative method using SEM-Amos. The results showed that perceived health risk and four variables of online retail ethics including security, privacy, reliability fulfillment, and service recovery affected online shopping behavior. Meanwhile, non-deception was found to have an insignificant effect. The coefficient value proved perceived health risk to be more dominant in influencing online shopping behavior than the variables of online retail ethics. Thus, consumers pay more concern for their health during online shopping. However, positive consumer perceptions of the behavior of online retail websites in providing services also can encourage consumers to shop online during this pandemic.
-
Human resource management in promoting innovation and organizational performance
I Gede Riana ,
Gede Suparna ,
I Gusti Made Suwandana ,
Sebastian Kot ,
Ismi Rajiani
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 107-118 Views: 3496 Downloads: 826 TO CITE АНОТАЦІЯHuman resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
-
Positive contribution of the good corporate governance rating to stability and performance: evidence from Indonesia
RR. Iramani , Muazaroh Muazaroh , Abdul Mongid
doi: http://dx.doi.org/10.21511/ppm.16(2).2018.01
Problems and Perspectives in Management Volume 16, 2018 Issue #2 pp. 1-11 Views: 3157 Downloads: 309 TO CITE АНОТАЦІЯThis paper aims to examine the impact of Good Corporate Governance (GCG) practice on bank stability and performance. Governance is measured using the GCG rating that covers eleven aspects. The authors apply instrumental regression to link governance to performance and stability. The study covers a sample of 150 banks. The result shows that bank stability can mediate bank governance and bank performance. On the determinant of bank performance, it can be concluded that the GCG rating is positive and directly influences bank performance. Bank stability is also positive for bank performance indicating the indirect contribution of the GCG rating to bank performance. NPL, LDR, CAR and bank’s size (LASSET) are all negative and significant. The aim of this paper is to provide strong empirical evidence on the importance of governance and stability for performance. The limitations of this paper are the size of the sample and that it only covers public banks which are theoretically required to apply better governance in all aspects of their business by the Capital Market Authority.
