Soutenance mémoire
LA RECHERCHE DES COMPÉTENCES DU GESTIONNAIRE DE PROJET ANNÉES 1990
Around 1990, a lot of authors and experts tried ta identify the competencies and characteristic that a competent project manager should have (Gadeken & Cullen, 1990, Gadeken, 1991 , Price, 1994, Pettersen, 1991, McVeigh, 1995). Moreover, leadership and communication were regarded as the imperative competencies in which a project manager needs to be expertise (Cleland, 1990, Ralph, 1991, Trevor, 1992, Reinhold, 1992, Harrison,1992). Price (1993) summed up five competency clusters including specific ten competencies that a project manager should possess: Goal and action management: Diagnostic use of concepts .Leadership: Self-confidence, use of oral presentation .HR management: management group process, use of socialized power .Directing subordinates: development others, use of unilateral power .Focus on others: Stamina and adaptability. A good project manager is more important than advanced technology (Trevor, 1992, Ralph, 1991), which should possess two management skiIls: people management and priorities management (Trevor, 1992), and operate management skills as weIl as technology (Reinhold, 1992). For the skill of people management, Trevor (1992) said the project manager is not only to manage project but also a friend of project staffs. As the project manager they need to help project staffs reduce difficulties on the job and offer them the necessary training and coaching. For the skill of priority management, because the project managers need often to decide the priority, it’s necessary to be imperative in identifying and setting up priorities (Trevor, 1992). Ralph L (1991) emphasized several soft and hard skills a project manager needs to have. Soft skiIls: « Communication, Group management, Interpretative, Interpersonal, crisis management, and Gestalt ». Hard skills: « statistics, scheduling, estimating, budgeting and computing » (P.3). In the research of Cleland (1990), the author emphasized the most important competencies that the project manager needs to have are: leadership, followed by communication and te am development. Strong leadership can be conducive to resolve conflict, establish project culture, working environment, and integration of project members (Harrison, 1992). Effect communication competency can facilitate to communicate and negotiate with variety of managers and key stakeholders (Reinhold, 1992), to project members working together, and to transmission of information (Cleland, 1990). High team development competency can be contributed to form a qualified working environment, in tum, to improve the satisfaction of project staffs and the quality of communication (Cleland, 1990).
LA RECHERCHE DES COMPTÉTENCES DU GESTIONNAIRE DE PROJET ANNÉES 2010
Around 2010, a lot of authors’ researches focused on project managers’ soft competencies (Patanakul & Milosevic, 2008, Skulmoski & Hartman, 2009, Muhammad& Michael, 2010, Goghegan&Dulewicz, 2008, LeBlanc, 2008, Gillard, 2009, Anantatmula,2010, et al.) that are regarded as the crucial factors to project management success (Aitke & Crawford, 2008, Stevenson & Starkweather, 2009). Moreover, soft competencies are view as the reference standards for hiring of project managers (Stevenson & Starkweather,2009). Galvin et al (2014) put forward a series of skills, attributes, and qualities to modern project manager, including: « A strong technical background, a hard-nosed leader, a mature individual, someone who is currently available, someone on good terms with senior executives, a pers on who can keep a project te am happy, one who has worked in several different departments, and a closer, someone with a drive to complete tasks (P, 6) ». Moreover, Meredith & Mantel (2013) proposed 4 competencies of clusters that an effect project manager should have: Credibility: An effective project manager should possess technical and administrative credibility. Sensitivity: An effective project manager should be sensitive in political climate, technology, emotion, and et al. Furthermore, an effective project manager should be an good negotiator, and « persuade people to cooperate irrespective of personal feelings. » (P.l19)
CLASSEMENT DE CHAQUE COMPÉTENCE MENTIONNÉE POUR GP DE 1990 À 2010
It is because that most of recruitment organizations in Québec demand that the candidates speak both French and English, the main duties for PM are to plan, manage,control, etc, and a majority of projects exist in the field of construction, and chemistry. Then, in the table 19, we can see the main mentioned competencies in the PM recruitment field from 1990 to 2010 are « General/Project management skills » and « Communication ».From 1990 to 2010, the ranking from fourth to seventh keeps consistent, which are: « Personal attributes », « Social skills », « Leadership », and « Negotiation skills », and accounts for around 10%, respectively. Otherwise, the top three mentioned competencies still keep stable, which are « Professional », « General/Project management skills », and « Communication », and accounts for around 20%, respectively. However, the ranking of top 3 mentioned competencies has relatively big change,The ranking of top 3 mentioned competencies in 1990 are « Professional » (28%), « GenerallProject management ski Ils » (23%), « Communication » (21 %); in 2000, the ranking is « Communication » (26%), « Professional » (23%), and « General/Project management skills » (19%). To compare the ranking in 1990 with the ranking in 2000, the ranking of « Communication » rises from third to first; the ranking of « Professional » slips from first to second; the ranking of « General/Project management skills » slips from second third. In 2010, the ranking of top 3 mentioned competencies in 1990 are « General/Project management skills » (23%), Professional (23%), and Communication (20%). To compare the ranking in 2000 with the ranking in 2010, the « General/Project management skills » rises from third to first; « Professional » keeps the same; « Communication » slips from first to third.
CLASSEMENT DE CHAQUE COMPÉTENCE MENTIONNÉE POUR MG DE 1990 À 2010
In the table 21 , the top 4 competencies keep unchanged, which are « Communication », « General/Project management skills », « Leadership », and « Personal attributes ». However, the ranking varies with year.From 1990 to 2000, the « GenerallProject management skills » slides from first to second; the « Communication » moves from second to first; the « Personal attributes » rises from third to second; the « Leadership » keeps the same. Thought the ranking changes in 2000, the percentage of each mentioned competency is very close, which is around 21 %. From 2000 to 2010, the « Communication » slides from first to second and accounts as the same percentage; the « Personal attributes » slides from second to fourth; the « GenerallProject management skills » moves from second to first; the « Leadership » moves from fourth to third. In addition, the Social skills, Professional, and Negotiation skills are not mentioned frequently, which account for below 7%.
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Table des matières
RÉSUMÉ
ABSTRACT
LISTE DES TABLEAUX
LISTE DES FIGURES
CHAPITRE 1 INTRODUCTION
CHAPITRE 2 REVUE DE LITÉRATURE
2.1 INTRODUCTION
2.2 COMPÉTENCE
2.3 COMPÉTENCE DE GESTIONNAIRE DE PROJET
2.4 COMPÉTENCE DE GÉRANT DE RESSOURCES HUMAINES
CHAPITRE 3 MÉTHODOLOGIE
3.1 MÉTHODOLOGIE GÉNÉRALE
3.2 ORIGINE DES DONNÉES
3.3 CODIFICATION DE DONNÉES
3.4 LIMITE
CHAPITRE 4 L’ANALYSE DES DONNÉES
4.1 L’ANALYSE DE DONNÉES
4.2 L’ANALYSE DES EXIGENCES DE L’ÉDUCATION
4.3 L’ANALYSE DE L’EXIGENCE DE L’EXPÉRIENCE DE TRAVAI
4.4 L’ANALYSE DE L’EXIGENCE DE COMPÉTENCES MENTIONÉE
4.5 CLASSEMENT DE CHAQUE COMPÉTENCE MENTIONNÉE POUR GP, RH ET MG DE 1990 À 2010
4.6 L’ÉVOLUTION DE CHAQUE COMPÉTENCE MENTIONNÉE POUR GP, RH ET MG DE 1990 À 2010
4.7 DiSCUSSiON
CHAPITRE 5 CONCLUSION
BIBLIOGRAPHIE
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