Page 175 - Global Project Management Handbook

P ● A ● R ● T ● 2

COMPETENCY

FACTORS IN PROJECT

MANAGEMENT

In Chapter 8, Crawford examines what competency means as a project
manager, as well as how to identify and measure competency in managers.
Core personality traits and characteristics are discussed, as well as how to apply
effective competency models to the decision-making process for choosing a
project manager.
In Chapter 9, the risks and uncertainties involved with the undertaking of
any major global project are discussed. Miller and Hobbs show how changing
global factors are affecting projects, analyze the development and delivery
cycle of contemporary major global projects through an emerging framework,
and discuss strategies to deal with global project risks and uncertainties.

In Chapter 10, Eskerod shows us what factors motivate project-oriented
employees, how human energy affects individual motivation, and how to
effectively use these factors to build productivity and morale. Motivation
theories are presented and compared, as well as continuing themes that can be
applied when analyzing motivation theories.
Chapter 11 introduces the reader to the project-oriented company, as
defined by Gareis. The role of the project manager, needed competencies, and
the career path of a successful project manager are examined by Huemann,
along with ways to develop the skills and competencies necessary to develop as
a project manager. Finally, one model used for analyzing management personnel
is discussed.
In Chapter 12, Keller outlines the design, implementation, reporting, and
results of the myriad projects taking place to restore conditions in Iraq. Keller’s
intimate involvement with the process in Iraq is reflected in the great detail he
gives, providing structure to the programs currently underway, and shows the
unique challenges present in the rebuilding effort.

8-1
Copyright © 2006, 1994 by The McGraw-Hill Companies, Inc. Click here for terms of use.