Developing Competency Model for the Project Manager in the Libyan Construction Industry

27 vol. 2, 2012

Abstract

Managers are more likely to perform better or to stay longer in their position if their personal characteristics meet the requirements of the position. The importance of project manager’s competency to construction derived from the nature of changing business circumstances of the LQGXVWU\'HYHORSLQJWKHUHTXLVLWHFRPSHWHQF\RQSURMHFWPDQDJHULVWRHQVXUHHI¿FLHQWSHUIRUPDQFH that will bring to successful of a project. PEAKS framework was adapted and applied in order to determine the competency of the construction project managers within the Libyan construction industry. Two objectives which are following (i) to identify the construction project manager’s perceptions on the level of importance of the competencies against their personality; and (ii) to determine the level of competencies of construction project managers were proposed to be achieved. Quantitative approach was implemented in this study whereby 50 questionnaires were sent out. However, of these, only 41 questionnaires were returned and analyzed. As result, it can be concluded that our project managers today are at the high level of competent.

Keyword:&RPSHWHQF\3URMHFWPDQDJHU&RQVWUXFWLRQLQGXVWU\0RGHO/LE\D

1. Introduction

The unique structure of the construction industry, coupled with the challenges of global competitiveness, and changing regulatory requirements have created great demand for highly educated and competence construction project managers. The construction project managers have never had a tougher job. Companies are always in transition now remodeling and UHRUJDQL]LQJWRPHHWWKHODWHVWJOREDOFKDOOHQJHV&RPSHWLWLRQLVNHHQDQGRQO\WKHÀH[LEOH ZLOOVXUYLYH7KHVHEXVLQHVVFRQGLWLRQVWUDQVODWHGLUHFWO\WRJUHDWHUGHPDQGIRUHI¿FLHQWDQG effective management of an entire spectrum of projects.

:LWKLQ VXFK D FKDQJLQJ FRQVWUXFWLRQ SURMHFW PDQDJHUV LQFUHDVLQJO\ ¿QG WKHPVHOYHV confronting with the new issues and undertaking additional roles have traditionally not been part of their responsibility. To ensure their continued relevance in the industry, construction project PDQDJHUVUHO\RQYDULRXVOHDUQLQJDFWLYLWLHVWKDWKHOSWKHPWRIXO¿OOWKHQHHGVRIDSURMHFW ERWKFRQVWUXFWLRQVSHFL¿FDQGQRQFRQVWUXFWLRQVSHFL¿FIXQFWLRQV,GHQWLI\LQJWKHURXWHVDQG mechanisms by which these construction project managers acquires such requisite skills should provide in addressing the training needs of future construction project managers (Ryssell et al., 5DWHUWKHLUPDQDJHPHQWNQRZOHGJHVNLOOJDLQVIURPWKHLUZRUNLQJH[SHULHQFHPRVWO\

DEVELOPING COMPETENCY MODEL

FOR THE PROJECT MANAGER IN THE

LIBYAN CONSTRUCTION INDUSTRY

ABDELNASER OMRAN, AHMED BAZEABEZ,

ABDELWAHAB O. GEBRIL, WOO SUK WAH

through real-estate or construction-related careers. Their role and responsibility in delivering WKHFOLHQWVGHYHORSPHQWQHHGVGLUHFWO\UHÀHFWVWKHLUDSSOLFDWLRQRIWKHSURMHFWPDQDJHPHQW knowledge for their job competency in this industry. The project management competency refers to the capability to manage projects professionally by applying best practices with regards to the design of the project management process and the application of project management PHWKRGV3URMHFWPDQDJHPHQWFRPSHWHQFLHVUHTXLUHNQRZOHGJHDQGH[SHULHQFHLQWKHVXEMHFW ZKLFKHQDEOHVWKHSURMHFWWRPHHWLWVGHDGOLQHVDQGREMHFWLYHV*DULVKDQG+XHPDQQ

'H¿QLQJ&RPSHWHQFH

$FFRUGLQJWRWKH&DPEULGJH$GYDQFHG/HDUQHU¶V'LFWLRQDU\³FRPSHWHQFHLVWKHDELOLW\WR GRVRPHWKLQJZHOO´$PRQJWKHPDQ\GH¿QLWLRQVSURYLGHGE\WKH2[IRUG(QJOLVK'LFWLRQDU\ RQHZLWKDVLPLODUPHDQLQJZRXOGEHWKDWFRPSHWHQFHLV³VXI¿FLHQF\RITXDOL¿FDWLRQFDSDFLW\ WRGHDODGHTXDWHO\ZLWKDVXEMHFW´%RWKGH¿QLWLRQVRIIHUDJHQHUDOH[SODQDWLRQZKLFKLVTXLWH representative of the common understanding of the word. However, as noted by Robothan DQG-XEEWKHFRQFHSWKDVHYROYHGLQFRUSRUDWLQJGLIIHUHQWPHDQLQJVLWKDVDOVREHFRPH RQHRIWKHPRVWXVHGWHUPVLQRUJDQL]DWLRQDOOLWHUDWXUH$JRRGGH¿QLWLRQRIFRPSHWHQFHLV SUHVHQWHGE\%HUJOXQGLQ*ODGHU

“Competence is used to accomplish something. It includes knowledge in all their shapes, but it also includes personality traits and abilities, such as social competence, SHUVLVWHQFHVWUHVVWROHUDQFHDQGVRRQ&RPSHWHQFHLVDW¿UVWDQLQGLYLGXDOEDVHGWHUP but is however not impossible to also talk about organisational competence. One can then refer back to the complete competence at the individuals in the organisation, or the stored knowledge concerning systems, techniques or the culture”.

%\DQDO\]LQJWKLVGH¿QLWLRQLWFDQEHXQGHUVWRRGWKDWFRPSHWHQFHFDQEHORRNHGDWIURP an individual perspective and also from an organizational point of view. In the organizational SHUVSHFWLYHWKH¿UPSRVVHVVHVFRPSHWHQFHDVDQLQVWLWXWLRQ7KLVSHUVSHFWLYHLVSUHVHQWHGE\ 6|GHUOXQG¶VZKRORRNVDWSURMHFWFRPSHWHQFHLQWHUPVRIRUJDQL]DWLRQDOFDSDELOLW\ In his view the organization is deemed to posses’ project manager competence if it is able to JHQHUDWHVHOHFWDQGLPSOHPHQWH[HFXWHSURMHFWVLQDVNLOOIXOPDQQHU7KHVHWZRGLIIHUHQWYLHZV are not contradicting, after all an organization is an inanimate character that exists only through its people. Therefore, for an organization to have competence, it is essential that the people inside are competent. Nevertheless, there is a difference on how competence is approached; one perspective looks at the individual parts and the other at the whole. For this study intends WRORRNLQWRWKHFRPSHWHQFHVRISURMHFWPDQDJHUVLQWKH/LE\DQFRQVWUXFWLRQ¿UPV

3. Project Management and Competency Theory

The importance of project managers leads to the concern of their training and development. $VWKH¿UVWVWHSDQGSHRSOHQHHGWRNQRZZKDWFRQVWLWXWHVDJRRGSURMHFWPDQDJHU7KHQ proper training and development programs can be developed to provide the necessary training to those who want to become project managers.

3HUIRUPDQFHPHDVXUHPHQWRIH[LVWLQJRISURMHFWPDQDJHUVVKRXOGDOVREHGHYHORSHGLQ order to provide insight into the effectiveness of training program, as well areas that may QHHGIXUWKHUGHYHORSPHQWLQWKHIRUPRI&3'$OORIWKLVFDQEHHPEUDFHGE\WKHFRPSHWHQF\ PRGHOV (GXP)RWZH DQG 0F&DIIHU  VWDWHG WKDW SURIHVVLRQDO FRPSHWHQF\ LQ SURMHFW management is attained by the combination of knowledge acquired during training, its subsequent application and other skills developed in the course of practice. They notice that

29 vol. 2, 2012

DOWKRXJKDFDGHPLFSURJUDPPHUVFRYHUDVLJQL¿FDQWSURSRUWLRQRINQRZOHGJHDUHDZKDW required in practice by project manager is much wider in context. Thus, they suggest that modern project management demands other general and management knowledge, together with skills that extend beyond the technical aspects of traditional engineering areas.

4. Research Methodology

The target of this research is to determine the importance level of core competency of construction project managers and the level of competencies of the construction project PDQDJHUVZLWKLQFRQVWUXFWLRQLQGXVWU\LQWKHFLW\RI0XU]HT/LE\D3($.6PRGHORISURMHFW PDQDJHUV HVWDEOLVKHG E\ +LOVRQ DQG 0XUD\  ZHUH VHOHFWHG Basically, the paper is FRQFHQWUDWHGRQIRXUFRPSRQHQWVZKLFKDUHFDWHJRUL]HGDV3HUVRQDO&KDUDFWHULVWLF$WWLWXGHV .QRZOHGJH&RPSHWHQFHDQG6NLOOV&RPSHWHQFH)LJXUH5HODWLYH,PSRUWDQFH,QGH[5,, was used to determine the effectiveness of leadership needs for the project leader.

7KH PRVW LPSRUWDQW IDFWRUV LQÀXHQFLQJ OHDGHUVKLS QHHGV ZDV IXUWKHU DQDO\]HG XVLQJ WKH µUHODWLYHLPSRUWDQFHLQGH[¶DVDGRSWHGE\.RPHWDHWDO7KH/LNHUWVFDOHVZDVFRQYHUWHG to relative importance index for each factor, which made it possible to cross-compare the relative importance of each of the factors as perceived by the respondents. The relative importance index ZDVIRUPXODWHGXVLQJWKHIROORZLQJVWDWLVWLFDOH[SUHVVLRQ/LP $OXP

Relative importance index (RII) = 4n1 + 3n2 + 2n3 +1n4 +0n5

4N

(0 < RII <1)

Where N = Total number of respondent, 4= highest weighted score (0, 1, 2, 3, 4)

 D 6HOIUHIOHFWLRQ E/HDGHUVKLS7HDPPDQDJHPHQW   D 3HUVRQDOYDOXHV E 2UJDQL]DWLRQSURMHFWHYHQWV   D 2UJDQL]DWLRQDOFRQWH[W E 6FRSHTXDOLW\ULVNDQGYDOXH F 7LPH FRVW G +XPDQDQGPDWHULDOVUHVRXUFH PDQDJHPHQW   D3URMHFWHYHQWSURFHVV E&RPPXQLFDWLRQ F/HDGHUVKLS

:KHUH1 7RWDOQXPEHURIUHVSRQGHQW KLJKHVWZHLJKWHGVFRUHRQVFDOH of agreement (whereas n1 = number of respondents for Strongly Disagree, n2 = respondents IRU'LVDJUHHQ UHVSRQGHQWVIRU1HXWUDOQ UHVSRQGHQWVIRU$JUHHDQGQ UHVSRQGHQWV for Strongly Agree).

5. Results and Analysis

Project Managers 1. Personal characteristic D 6HOIUHIOHFWLRQ E/HDGHUVKLS7HDPPDQDJHPHQW  2. Attitudes D 3HUVRQDOYDOXHV E 2UJDQL]DWLRQSURMHFWHYHQWV  3. Knowledge competence D 2UJDQL]DWLRQDOFRQWH[W E 6FRSHTXDOLW\ULVNDQGYDOXH F 7LPH FRVW G +XPDQDQGPDWHULDOVUHVRXUFH PDQDJHPHQW  4.Skills competence D3URMHFWHYHQWSURFHVV E&RPPXQLFDWLRQ F/HDGHUVKLS

Independent variable Dependent variable

5. Results and Analysis

5.1 Respondents background

The analysis has shown that the presence of female in the industry is relatively less and their contribution of respondent (Figure 2). It can be said that the presence of female in the LQGXVWU\LVUHODWLYHO\OHVVDQGWKHLUFRQWULEXWLRQLQWKLVVXUYH\LVRQO\LIFRPSDUHWRWKH PDOHUHVSRQGHQWLV   Male Female

Figure 2 – Distribution of Respondent’s Gender

From the data collection, most of the respondents are middle age project manager. The maturity age of respondent will give a better and more consistent results due to their exposure is much more compare to the young age of project manager. It was found from the analysis that WKHKLJKHVWSHUFHQWDJHRIZKRZHUHDJHGEHWZHHQ\HDUVROGIROORZHGE\WKH HOGHVWDJHGJURXQGEHWZHHQ\HDUVROGZLWK)LJXUHVKRZVWKHUHVWRIWKHUHVXOWV  51.2% 31.7% 17.1% 30-40 years old 41-40 years old 51-65 years old

Figure 3 – Distribution of Respondent’s Age

:LWK UHJDUG WR WKH HGXFDWLRQDO EDFNJURXQG LW FDQ EH VHHQ LQ )LJXUH  PRVW RI WKH UHVSRQGHQWV ZHUH REWDLQHG %DFKHORU GHJUHH $QG WZHQW\ ¿IWK SHUFHQW DUH KROGLQJ +LJKGLSORPDGHJUHHVIROORZHGE\DV0DVWHUKROGHUV2WKHUUHVSRQGHQWVZLWK different holding degrees are shown in Figure (4).

25.1% 33.6% 22.9% 18.4% Diploma Bachelor Master PhD )LJXUH±5HVSRQGHQW¶V(GXFDWLRQ4XDOL¿FDWLRQ $VSHUMREGHVFULSWLRQSRVLWLRQLWFDQEHVHHQIURPWKHGDWDDQDO\VLVWKDWPDQDJLQJGLUHFWRU UHSUHVHQWHGRIWKHWRWDOIROORZE\3URMHFW'LUHFWRURWKHUV6LWH0DQDJHUSURMHFW (QJLQHHUDFKLHYHRI6HH7DEOH

31 vol. 2, 2012

Table 1 – Respondent’s Job description / position

Job Description Frequency (%)

3URMHFW'LUHFWRU 

6HQLRU3URMHFW0DQDJHU 

0DQDJLQJ'LUHFWRU 

Others 

100%

In term of the working experience, Table 2 depicts the years of experience accumulated by the respondents in the construction industry. The data reveals that their years of experience UDQJHGIURPWRDUHSUHGRPLQDQWRIWKHUHVSRQGHQWV7KHVXEVHTXHQFHSHUFHQWDJHLVIROORZ E\EHLQJWR\HDUVH[SHULHQFHLQWKHFRQVWUXFWLRQLQGXVWU\

Table 2 – Respondent’s years of experience

Years of Experience Frequency (%)

WR  WR  WR  0RUHWKDQ  100% )URPGDWDVKRZVLQ7DEOHLWLVFOHDUWKDWWKHQXPEHURIFXUUHQWSURMHFWKDQGOHGE\WKH SURMHFWPDQDJHULVUDQJHGEHWZHHQSURMHFWV7KHUHLVDOVRRISURMHFWPDQDJHUVKDG KDQGOHGEHWZHHQSURMHFWVDQGVLPLODUSHUFHQWDJHKDYLQJPRUHWKDQSURMHFWVLQ the present position.

Table 3 – Numbers of current project under respondent’s responsibility

Numbers of

current project responsible for

Frequency (%) 3URMHFW  SURMHFW  SURMHFW  0RUHWKDQSURMHFWV  100% 5.2 Personal Characteristic Competence Variables

Table 4 depicts the competency level for personal characteristic competence of our project PDQDJHULQWKH&RQVWUXFWLRQ,QGXVWU\LQWKHFLW\RI0XU]HTWRGD\$VFDQEHVHHQWKHUHDUH WKHUHDUHFRPSHWHQFLHVDUHFRQVLGHUHGXQGHUWKLVVHFWLRQ7KHVHDUHD6HOIUHÀHFWLRQDQGE /HDGHUVKLSWHDPPDQDJHPHQW,QWKHSDUW$WKHWRSSULRULWLHVUDQNHGIDFWRUZDV³6XVWDLQHG HQHUJ\ HQWKXVLDVP´DVDIDFWRUQXPEHURQH5,, 7KLVLVIROORZHGE\³1HHGWRGHOLYHU

UHVXOWVDFKLHYHPHQWRULHQWHG´DVWKHVHFRQGUDQNHGIDFWRU5,, ,WLVQRWVXUSULVLQJO\ IRXQGWKDWWKHIDFWRU³HQMR\VSUREOHPV´ZDVUDQNHGDVWKHODVWLPSRUWDQWIDFWRULQWHUPRILWV SULRULWLHVZKHUH5,,ZDVUHFRUGHGDV7KHRWKHUUDQNHGIDFWRUVFDQEHVHHQLQ7DEOH 3DUWELQ7DEOHVKRZVWKHUHVXOWVIRUWKHSHUVRQDOFKDUDFWHULVWLFFRPSHWHQF\RQWKH OHDGHUVKLSWHDPPDQDJHPHQW)URPWKHUHVXOWVWKHKLJKHVWUDQNHGIDFWRUZDV³LQWHJULW\´DQG LWZDVUHFRUGHGDV5,, 7KLVFDQEHDJUHHDEOHWKDWWKLVIDFWRUKDVEHHQDQLGHDOSHUVRQDO FKDUDFWHULVWLFIRURXUSURMHFWPDQDJHUWRGD\7KHORZHVWUDQNHGIDFWRUZDV³6HHNVRXWIDFH FRPPXQLFDWLRQ´ ZKHUH 5,, YDOXH ZDV UHFRUGHG DV  7DEOH  SUHVHQWV WKHVH UHVXOWV clearly.

Table 4 – Personal characteristics

Personal Characteristic RII Ranking

$6HOIUHÀHFWLRQ

Seeks out and is comfortable with change  11

Aptitude to uncertainty  

Enjoys problems  12

At ease with prioritisation & decision making  

Critical thinking  

Need to be organized  

1HHGWRGHOLYHUUHVXOWVDFKLHYHPHQWRULHQWHG  2

3UDJPDWLF  

Self driven & tenacious  

6HOIFRQ¿GHQFH  4

Sustained energy & enthusiasm  1

Self- controlled  

Self- awareness & regulation  

Leadership / Team Management

Seeks out face communication  4

Charismatic & inspirational  2

Intuitive & sensitive to the needs of others  

Adaptable  

Integrity  1

5.3 Attitudes Competence Variables

7DEOHGLVSOD\VWKHVWDWLVWLFUHVXOWVRIFRPSHWHQF\OHYHOIRUDWWLWXGHVFRPSHWHQFHRIRXU project manager today. There are total 2 constituents namely (i) personal values and (ii) RUJDQL]DWLRQ SURMHFW )URP VHFWLRQ D LW FDQ EH VHHQ WKDW WKH IDFWRU ³FRQFHUQ IRU HWKLFDO EHKDYLRUFRXUWHRXV´ZDVUDQNHGE\WKHUHVSRQGHQWVDVWKHWRSSULRULWLHVIDFWRUVDPRQJVWWKH OLVWHG IDFWRUV IRU DWWLWXGH FRPSHWHQFLHV 5,, 7KH RWKHU LPSRUWDQW IDFWRU ZDV ³WHDP DSSURDFK´WKLVLVUDQNHGDVWKHVHFRQGIDFWRU5,, 2WKHULPSRUWDQWIDFWRUVFDQEHVHHQ in Table (4). With refering to the section (b) in the below Table, it can be observed from the UHVXOWVWKDWWKHPRVWLPSRUWDQWUDQNHGIDFWRUZDV³FRQFHUQWROHDUQIURPH[SHULHQFH´ZKLFK

33 vol. 2, 2012

LVWKHKLJKHVWVFRUH5,, ZKLOHWKHOHVVLPSRUWDQWRQHZDV³SUHSDUHGWRVHUYHWKH DVSLUDWLRQVRIWKHRUJDQL]DWLRQUHJDUGOHVVSHUVRQDODJHQGD´ZLWKD5,, 

Table 5 - The competencies’ attitude of the project managers in Libya

Attitudes RII Ranking

A. Personal Values &RQFHUQIRUHWKLFDOEHKDYLRUFRXUWHRXV  1 Team approach  2 3UHSDUHGWRWDNHDSSURSULDWHULVN   3UHSDUHGWRWDNHUHVSRQVLELOLW\  4 0DWXULW\   B. Organization / Project

Concern for stakeholder needs  4

Concern for safety & quality  2

Concern to learn from experience  1

Willing to play at organizational politics  

3UHSDUHG WR VHUYH WKH DVSLUDWLRQV RI WKH RUJDQL]DWLRQ UHJDUGOHVV personal agenda

 

5.4 Knowledge Competence Variables

7DEOHVKRZVWKHVWDWLVWLFUHVXOWVRIFRPSHWHQF\OHYHOIRUNQRZOHGJHFRPSHWHQFHRIRXU SURMHFWPDQDJHUWRGD\7KHUHDUHWRWDOFRQVWLWXHQWVDVOLVWHGEHORZDQGVXEVFRQVWLWXHQWV KDYHEHHQDQDO\]HGD2UJDQL]DWLRQDO&RQWH[WE6FRSH4XDOLW\5LVNDQG9DOXHF7LPHDQG &RVWDQGG+XPDQ0DWHULDO5HVRXUFHVDQGSURFXUHPHQW0DQDJHPHQW)RURUJDQL]DWLRQDO FRQWH[WWKHPRVWLPSRUWDQWIDFWRUVZDV³RUJDQL]HFRPSOHWLRQ KDQGRYHUDFWLYLWLHV´DQGLWZDV UHFRUGHGDVDIDFWRUQXPEHUIRUWKHRUJDQL]DWLRQDOFRQWH[WDQG5,,YDOHZDV$VSHU VHFWLRQEWKHUHVXOWVKDYHVKRZQWKDW³3URMHFWVWUDWHJLFSODQQLQJ´DVWKHPRVWLPSRUWDQWRQH DPRQJVWWKHOLVWHGIDFWRUVZKHUH5HODWLYH,PSRUWDQW,QGH[VKRZVWKDWYDOXHDV5,,  :LWKUHJDUGWRVHFWLRQFWKHUHVXOWVIRUWKHNQRZOHGJHFRPSHWHQF\DUHVKRZQWKDW³EXGJHWLQJ FRVWPDQDJHPHQW´ZDVUHFRUGHGDV5,, ZKLFKLVWKHKLJKHVWVFRUHDPRQJVWWKH included factors in this study. While, section (d) shows that most important factor for the knowledge competency on the human material resources and procurement management is ³0DQDJHLQWHUQDO H[WHUQDOSURMHFWPDWHULDOUHVRXUFHV´+RZHYHULWZDVUDQNHGDVDIDFWRU QXPEHURQHZLWK5,,YDOXHDV2YHUDOOWKHUHVXOWVIRUDOOWKHIDFWRUVLQHDFKVHFWLRQDUH SUHVHQWHGFOHDUO\LQ7DEOHDVVKRZVEHORZ

Table 6 - Knowledge competence of the Project managers in Libya

Knowledge Competence RII Ranking

A. Organizational Context

Identify project environment & context  4

Coordinate project development processes & phases  2 Establish project organization structure & role  

3URJUDPPHSURMHFWPDQDJHPHQW  2

Organize completion & handover activities  1

B. Scope, Quality, Risk & Value

3URMHFWVWUDWHJLFSODQQLQJ  1

4XDOLW\ UHJXODWRU\PDQDJHPHQW  4

Decide & identify risk management  2

3URFHVVUHYLHZDQGYDOXHHQJLQHHULQJNQRZOHGJH  

C. Time and Cost

Appraisal techniques for evaluating options  4

Time & cost estimating  

Time scheduling & phasing management  2

Budgeting & cost management  1

D. Human, Material Resources & Procurement Management

0DQDJHLQWHUQDO H[WHUQDOSURMHFWPDWHULDOUHVRXUFHV  1

Acquire, develop & manage project team  2

3ODQ HYDOXDWHFRQWUDFWV  2

3HUIRUPFRQWUDFWFORVHRXW  

5.5 Skills Competence Factors

7DEOHVKRZVWKHVWDWLVWLFUHVXOWVRIFRPSHWHQF\OHYHOIRUVNLOOVFRPSHWHQFHRIRXUSURMHFW PDQDJHULQ/LE\D7KHUHDUHWRWDOFRQVWLWXHQWVDVOLVWHGEHORZDQGVXEVFRQVWLWXHQWV KDYHEHHQDQDO\]HGDSURMHFW3URFHVVEFRPPXQLFDWLRQDQGF/HDGHUVKLS)RUVHFWLRQD WKHGLJHVW5,,YDOXHRIZDVUHFRUGHGRQWKHIDFWRU³0RQLWRULQJ FRQWUROOLQJSURMHFWV´ )ROORZHGE\³GHYHORSSURMHFWVUHVRXUFHV FDSDFLW\SODQQLQJ´DVWKHVHFRQGLPSRUWDQWRQH 5,, ,QWHUPRIVHFWLRQEWKHUHVXOWVVKRZHGWKDWWKHPRVWLPSRUWDQWIDFWRUIRUWKH VNLOOVFRPSHWHQF\RQWKHFRPPXQLFDWLRQFRPSRQHQWVLV³IDFLOLWDWH UHVROYHFRQÀLFWV´)URP WKHUHVXOWVSUHVHQWHGLQ7DEOHLWFDQEHVHHQWKDWWKLVIDFWRULVREWDLQHGD5,,YDOXH 7KH¿QDOVHFWLRQLVUHIHUVWRWKHOHDGHUVKLSIDFWRUV+RZHYHUDIDFWRUOLNH³DELOLW\WRFRPSOHWH SURMHFWRQWLPH´LVDSSHDUHGWKHKLJKHVWUDQNHGYDOXHDQGLWZDVUHFRUGHGDVDIDFWRUQXPEHU RQH5,, DQGWKHORZHVWUDQNHGIDFWRUZDV³DELOLW\WRPDQDJHOHJDOLVVXHV´DQGUDQNHG DVWKHVL[WKIDFWRUZLWK5,, 7DEOH

Table 7 - The Competence skills for the project managers in Libya

Skills Competence RII Ranking

A. Project Process

'H¿QHSURMHFWUHTXLUHPHQW  4

Develop projects Resources & Capacity planning  2

0DQDJHSURMHFWH[HFXWLRQ  

0RQLWRULQJ FRQWUROOLQJSURMHFWV  1

35 vol. 2, 2012

B. Communication

3URMHFWFRPPXQLFDWLRQQHHGV PHWKRGV  

Communicate in writing at all levels.  2

Communicate verbally at all levels.  4

SUHVHQWDWLRQSXEOLFVSHDNLQJ  

)DFLOLWDWH UHVROYHFRQÀLFWV  1

C. Leadership

0DQDJLQJ LQIRUPDWLRQ JDWKHULQJ DVVHVVLQJ LQWHJUDWLQJ RUJDQL]LQJ and documenting)

 4

Negotiation and delegation of project information and process  

Critical thinking and rational decision making  

Building, leading and motivating teams to ensure commitment, respect and loyalty

 2

Transfer knowledge (coaching, mentoring, and training)  

Ability to manage legal issues  

Ability to listen  

Ability to complete project on time  1

6. Conclusion and Recommendations

7KH¿UVWREMHFWLYHZDVWRLGHQWLI\WKHFRQVWUXFWLRQSURMHFWPDQDJHUV¶SHUFHSWLRQVRQWKH level of importance for core competency. However, this objective has successfully achieved DVIROORZLQJ 5HJDUGLQJWKHSHUVRQDOFKDUDFWHULVWLFFRPSHWHQF\DVHOIUHÀHFWLRQRIWKHSURMHFWPDQDJHU ZDVIRXQGDVPRUHLQÀXHQFHGE\³6XVWDLQHGHQHUJ\ HQWKXVLDVP´DVWKHPRVWLPSRUWDQW IDFWRUIROORZHGE\³1HHGWRGHOLYHUUHVXOWVDFKLHYHPHQWRULHQWHG´DVWKHVHFRQGUDQNHGRQH DQGUHJDUGLQJIRUWKHSHUVRQDOFKDUDFWHULVWLFFRPSHWHQF\RQWKHOHDGHUVKLSWHDPPDQDJHPHQW )URPWKHUHVXOWVWKHKLJKHVWUDQNHGIDFWRULV³LQWHJULW\´$WWLWXGHVFRPSHWHQFHKDVSOD\DQ important role in any level of job position because it reveals a personality value of a person who FRQWDFWZLWK)URPWKHUHVXOWVLWLVFOHDUWKDWWKH³FRQFHUQIRUHWKLFDOEHKDYLRUFRXUWHRXV´DV D¿WIDFWRUIRUSHUVRQDOYDOXHV$VIRUWKHRUJDQL]DWLRQDQGSURMHFWWKHDWWLWXGHVRIFRQFHUQWR OHDUQIURPH[SHULHQFH´LVWKHSULRULW\RILPSRUWDQFHIRUDSURMHFWPDQDJHU7KHVHFRQGREMHFWLYH was to identify the level of competencies of construction project managers. However, from the results, it can be concluded that our project manager today is at the high level of competent. Finally, this study provides a competency model consisting of a list of competencies needed at this position level, therefore an effective job description for the Construction project manager position level in organization should include the required competencies.

References

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