Page 185 - Global Project Management Handbook

COMPETENCIES OF PROJECT MANAGERS 8-11

The 1996 version of the Australian National Competency Standards for Project
Management suggested, in describing the nature of the project manager, that “technical
know-how alone is not sufficient to bring a project to successful completion” and that
“desirable attributes of a project manager include”

● Leadership ability
● The ability to anticipate problems
● Operational flexibility
● Ability to get things done
● An ability to negotiate and persuade
● An understanding of the environment within which the project is being managed
● The ability to review, monitor, and control
● The ability to manage within an environment of constant change
The need for operational flexibility identified in this list and adaptability identified in the
12
ICB is supported by research reported by Mullaly and Thomas, who found that the most
effective projects managers are flexible in their style.
The most significant research on behavioral characteristics of project managers
13
remains that conducted by Gadeken, who, based on critical incident interviews with 60
U.S. and 15 U.K. project managers from Army, Navy, and Air Force acquisition com-
mands, identified six behavioral competencies that distinguished outstanding project
managers from their peers:
Sense of ownership/mission. Seeing oneself as the one responsible for the overall
success of the program.
Political awareness. Understanding who the influential players are, what they want, and
how best to work with them.
Relationship development. Spending time and energy getting to know program spon-
sors, contractors, or other influential people.
Strategic influence. Building coalitions with influential others and orchestrating situa-
tions to overcome obstacles and obtain support.
Interpersonal assessment. Identifying the specific abilities, interests, motivations,

characteristics, or style of others.
Action orientation. Reacting to issues and problems energetically and with a sense of
urgency.
A further five behavioral competencies were demonstrated, but with no significant
differences indicated between outstanding and average performers:

Assertiveness. Stating one’s own position forcefully or aggressively in the face of oppo-
sition from influential others.
Critical inquiry. Exploring critical issues that are not explicitly addressed or recognized
by others.
Long-term perspective. Taking the time needed to think through future issues and problems.
Focus on excellence. Striving to achieve the highest standards regardless of circum-
stances.
Innovativeness/initiative. Championing or initiating new ways of meeting project
requirements.