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  • 1.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Focus on the most critical demands in IT project manager recruitment2018In: Journal of Modern Project Management, ISSN 2317-3963, E-ISSN 1747-0862, Vol. 6, no 1, p. 68-75Article in journal (Refereed)
    Abstract [en]

    Many descriptions are available about the qualifications IT project managers are supposed to hold in order to be fully eligible and fit for employment. Sometimes these knowledge demands are apprehended as scary in a way that actually reject people from taking on a journey for such a job career. This research concerns how IT project managers in Swedish public authorities regard the demands on their profession; 46 questions regarding these matters are answered (survey 2016) by 82 individuals. The four most prominent requirements turned out to be: 1) experience from project management, 2) self-sufficiency 3a) being social, and on shared third place 3b) being co-operative. The three demands counted from the bottom ranking, concerned holding project management certifications. The findings are useful for practice because it could play down excessively described expectations and put the light on highly relevant requirements instead. For research, the findings provide input to further research.

  • 2.
    Lundqvist, Siw
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Apply a Project Core View to Promote Project Success2015In: Journal of Modern Project Management, ISSN 2317-3963, E-ISSN 1747-0862, Vol. 3, no 1, p. 100-109Article in journal (Refereed)
    Abstract [en]

    Achieving successful projects is critical and the project manager’s role is beyond dispute. Hence, successful recruitment processes that put critical competence requirements in focus could facilitate successful project outcomes. It is fundamental that a certain project supports the organization’s core product, because that is the basis for the organization’s success in the first place. Therefore it is important that the project core product is viewed since it is supposed to support the core product. Further, it would be helpful to distinguish between general competences and core competences in order to avoid focusing on more or less insignificant general qualification requirements while missing to elucidate the core qualification requirements that should be decisive for the outcome. This paper aims at shedding light on the necessity of paying careful attention to project core product and project core competence as basic conditions for project success. Implications for practice and research are discussed.

  • 3.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    IT project managers' team role and sense of coherence: a pilot study in Sweden2018In: Journal of Modern Project Management, ISSN 2317-3963, E-ISSN 1747-0862, Vol. 6, no 1, p. 96-103Article in journal (Refereed)
    Abstract [en]

    The project manager's team role and sense of coherence can significantly influence the project role. A pilot study was conducted by a web survey; 35 IT project managers from Swedish public authorities participated. Questionaries' from Belbin's and Antonovsky's books was used for the web survey. Research findings showed that Belbin's team role shaper was the strongest and implementer was the second strongest. Twelve of the respondents had a strong sense of coherence, 21 had normal, and two had weak.

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