Johannesburg, 22 Jun 2006
The lack of qualified, committed project management (PM) professionals has led to the failure of projects in SA, says PM Sight director Paul Viviers.
Organisations have historically recognised the technical capabilities of individuals and assumed these skills can be translated into PM expertise, he explains.
Building PM competencies, says Viviers, means first identifying what needs to be improved and then introducing a programme to assess PM competency to analyse knowledge, behaviours and potential.
"This type of individual assessment will help organisations begin to harness the power of their project managers` skills and abilities. Matching project manager skills with projects will result in more effective execution and organisational performance".
"Organisations need to create sustainable performance in managing projects by creating a well trained, effectively positioned workforce that is capable of maximising its potential in the various roles required in PM," says Viviers.
This will manifest higher job satisfaction, higher customer satisfaction, higher corporate morale, and improved project performance, he says.
According to Viviers, organisations that recognise and align their resources to thrive in different types of project environments will see improvements in overall project performance.
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