In search of the competent project manager
Crawford, L
Project Management Program, University of Technology, Sydney, PO Box 123 Broadway NSW Australia 2007

As project management matures as a profession there is increasing international interest in the concept of project management competence. Demand for added value and the impact of the information age on work practices has meant that we are constantly required to deliver more for less with increasing emphasis on the competence to deliver value. Whether we recognise it or not, in every aspect of our lives, we are increasingly delivering results through projects. This places emphasis on competence of people who manage and contribute to projects. A major international research project is enhancing understanding of the project management role and of the environments in which projects are managed. It is providing clues in the search for the competent project manager.

1.

Introduction

Project management is often referred to as the ‘accidental profession’ [1]. It is also a profession in formation, and much of the attention given to project management competence reflects attempts to pin down, or better understand the evolving nature of project management and the role of the project manager. Although there has been focus on the search for the competent project manager, there is growing appreciation that projects will be delivered more effectively if there is synergy between the project management competence of individuals and of the organisations in which they operate. The development of competent project managers is integral to the broader development of organisational competence. In a rapidly changing environment, individuals and teams need the competence to work effectively without rules and reference to precedent. As Stewart [2] says ‘the knowledge economy demands skills many workers simply do