Briefing: The ICE intelligent client capability framework

Recent aspirations to transform the delivery of major capital programmes and projects in the public sector are focusing on the achievement of value for money, whole‐life asset management and sustainable procurement, embodied in the principles of the Intelligent Client. However, there is little support offered to those working in client functions to promote the development of the skills and behaviours that underpin effective client decision-making. In line with the re-launch Infrastructure UK's Project Initiation Routemap, the Capacity Building Panel at the Institution for Civil Engineers has taken the first step in providing individuals with client capability development guidance. The Intelligent Client Capability Framework translates the principles of the Intelligent Client into a self-assessment with big potential, not just for building the capacity of Civil Engineers as Intelligent Clients, but for UK clients in general

The key project managers’ competences for different types of projects

This paper describes a quantitative research approach for identifying key project managers’ competences for different types of projects. By identifying the perceived most valuable project manager competences, as having the most potential for increased contribution to project management (PM) performance, practitioners and organizations can select their priorities when developing their PM practices. The 46 competences (technical, behavioural and contextual) provided by IPMA (International Project Management Association) were surveyed through an online questionnaire. Three dimensions to distinguish project types were used: application area, innovation and complexity. Completed questionnaires were received from 96 project managers from Portugal. The results showed that 13 key competences (20%) were common to the majority of the projects. Most of these are behavioural competences, such as: ethics, reliability, engagement, openness, and leadership. It was also observed a clear correlation between technical competences and project complexity

Tomorrow’s Digital Worker : A Critical Review and Agenda for Building Digital Competency Models

In competency management studies, scholars call for the importance of digital savviness to hire, train, and develop new digital workers. Yet, the knowledge about the development of such a competence is still scarce. For this endeavor, we followed a systematic literature review to identify a sample of 103 published scientific articles and book chapters dealing with the development and implementation of competency tools in the past 10 years. To our surprise, our review suggests that the landscape of competency tools is surprisingly obsolete and that contemporary requirements of digitization have not yet been incorporated into updated usable competency tools. Through this review our hope is to provide competency managers and researchers with a framework to advance and upgrade their competency tools to address the gap between existing know how and the needed expertise of the digital world.© 2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Human Factors, Business Management and Leadership Proceedings of the AHFE 2020 Virtual Conferences on Human Factors, Business Management and Society, and Human Factors in Management and Leadership, July 16-20, 2020, USA. The final authenticated version is available online at: https://doi.org/10.1007/978-3-030-50791-6_14fi=vertaisarvioitu|en=peerReviewed