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Congruence and scope for incorporating ACTIVE principles into project management competency frameworks

By J.W. Hodgson, Martin Morgan Tuuli and N.J. Brooks

Abstract

This is a conference paper.Project Management competency has been recognised as a critical source of competitive\ud advantage and key to successful project delivery. For this reason it is important that the\ud competency frameworks used to achieve competence in project organizations are effective\ud and fit for purpose. The European Construction Institute (ECI) developed eight principles\ud through the ACTIVE (Achieving Competitiveness Through Innovation and Value\ud Enhancement) initiative in an attempt to add value to the delivery of projects. This research\ud explored the congruence and scope for incorporating the ACTIVE principles into current\ud competency frameworks in use by project organizations. An interpretive and qualitative\ud research approach was adopted, using semi-structured interviews with eight Project\ud Managers and Learning and Development Managers in project organizations. The use of\ud competency frameworks is not as widespread as first thought. Current competency\ud frameworks in use in project organizations are based on a fairly comprehensive body of\ud knowledge and largely congruent with the ACTIVE principles centered around concept\ud definition, team management, supply chain relationship management, communication, risk\ud management, innovation, project execution and performance measurement. However,\ud ACTIVE principles’ underpinning ethos of creating a collaborative working environment in\ud projects is a missing piece worthy of incorporation into competency frameworks currently in\ud use in project organizations

Topics: Competency, Frameworks, Competence, ACTIVE, PMBoK, European Construction Institute (ECI)
Publisher: CIB
Year: 2013
OAI identifier: oai:dspace.lboro.ac.uk:2134/11839

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