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dc.contributor.authorAnderson, Daniel
dc.date.accessioned2012-02-28T22:54:28Z
dc.date.available2012-02-28T22:54:28Z
dc.date.issued2011en_NZ
dc.identifier.urihttps://hdl.handle.net/10652/1781
dc.description.abstractProject Manager (PM) is a title commonly used in the construction industry and given to people carrying out many roles. Each role having its own particular skill set. This project investigated the skills required of a Client’s Project Manager that contribute towards project success within the Auckland commercial construction market. This PM represents the procuring party often referred to as ‘the client’ in construction projects. Through a review of existing literature it was found that bodies of knowledge (BOK) exist, these BOK’s outline the ‘project management approach’, which when applied is said to be able to be used internationally and across industries. Other literature reviewed outlines important competence factors for project success; being project manager’s style, the company at which the project manager is employed, and relationships between the client and project manager. The competencies outlined in the Project Management Body of Knowledge (PMBOK) documents are claimed by the Project Managers Institute to be the framework for project management. This research tested part of this claim and other research. Senior Project Managers working in the Auckland commercial construction market were asked to rank the various skills identified in the literature as important to project success. They were also asked to give their opinions on project manager’s style, how important company reputation is, and the importance of holding a formal project management qualification. All of the individual PMBOK competencies were quite tightly clustered in the ‘high importance to project success’ category. Weightings showed that Cost Management and Scope Management were the most important of the PMBOK areas. However, the competencies were all shown to be important. Client Relationships and the Project Management Style were also of the highest importance to project success. The employing company’s reputation was also of high importance and holding a project management qualification was seen as only of average importance.en_NZ
dc.language.isoenen_NZ
dc.rightsAll rights reserveden_NZ
dc.subjectproject managementen_NZ
dc.subjectconstruction industryen_NZ
dc.subjectProject Management Body of Knowledgeen_NZ
dc.subjectPMBOKen_NZ
dc.subjectcompetenceen_NZ
dc.subjectcommercial constructionen_NZ
dc.subjectbodies of knowledge (BOK)en_NZ
dc.titleProject management competencies that lead to project success in the Auckland commercial construction marketen_NZ
dc.typeUndergraduate Research Reporten_NZ
thesis.degree.nameBachelor of Constructionen_NZ
thesis.degree.levelUndergraduateen_NZ
thesis.degree.grantorUnitec Institute of Technologyen_NZ
dc.subject.marsden120201 Building Construction Management and Project Planningen_NZ
dc.identifier.bibliographicCitationAnderson, D. (2011). Project management competencies that lead to project success in the Auckland commercial construction market. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Bachelor of Construction). Unitec Institute of Technology. Retrieved from https://hdl.handle.net/10652/1781en
unitec.pages64en_NZ
dc.contributor.affiliationUnitec Institute of Technologyen_NZ
unitec.advisor.principalTookey, Lara
unitec.institution.studyareaConstruction + Engineering


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