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Four of the six lowest ranked competencies focus on the characterisation of project processes and project management itself within organisations. It must be noted again that the contextual competencies focus on the project within the organisation. The characterisation of the corporate project processes falls under the groupings of project orientation, permanent organisation and business. This competency itself positions the project processes, the project, the organisation and the enterprise at large. It is clear that project managers do not see this as an important competency although it might streamline and standardise project management within the organisation.
The handling of the portfolio management process (mean = 3.58) was not deemed that important as project managers are not necessarily involved in portfolio management. A basic knowledge of portfolio management is needed. The other competency is staffing the project (mean = 3.54). This is in correlation with the technical competencies where the staffing of the project was not seen as a very important competency.
Figure 10 provides an in-depth analysis of the responses with regard to the top five competencies within the contextual grouping of competencies.
FIGURE 10: TOP FIVE CONTEXTUAL COMPETENCY ELEMENTS
The analysis of the top six competencies indicates that there is a slight difference in the rating of the competencies compared with that of the top five technical competencies. None of the top six competencies has a majority rating of extremely important. The ratings cover all the scales and some respondents were also of the opinion that these competencies were actually not needed.
This is totally opposite from the technical competencies which were all rated as important. None of the top five technical competencies were rated as not needed. Figure 11 highlights the bottom six competencies within the contextual grouping.
THE DISPARITY BETWEEN PROJECT SUCCESS AND PROJECT MANAGERS' COMPETENCIES 1118