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一篇項目管理留學生論文-Project managers’ leadership, CSFs and CFFs

時間:2014-01-13 09:30來源:livesitehelp.com 作者:stan 點擊:
在訪談中,受訪者被要求講述自己的觀點對各因素通過分配權重給每個因素的重要性。介紹了問卷調查的結果和分析,其中包括受訪者(我)個人經驗;的施工項目經理的領導(二)關鍵成功因
一篇項目管理留學生論文-Project managers’ leadership, CSFs and CFFs
 
During the interviews, the interviewees were asked to tell their point of view about the importance of each factor by assigning weighting to each factor. The weighting is range from 1 (the less important) to 5 (the most important). In order to show the aforementioned results in a clearer and easier way, the following Figure 5-3 is developed. 
 
Figure 5-3 : Different weighting on the CSFs and CFFs factors
Figure 4-3 shows that all the interviewees from both China and the UK agreed that all those 27 factors can have more or less influence on project performance. The finding is that these factors with weighting more than 4 are more critical. In the context of China construction industry, the critical factors including: influence, create clarity in communication, define roles and responsibilities, managing resources, organization awareness, team collaboration, engaging communication, empowering, achieving intellectual competencies, strategic perspective. In the context of the UK construction industry, the critical factors include: motivation, sensitivity, emotional resilience, create clarity in communication, communication expectations, establish trust, managing resources, conflict management, analytical thinking, flexibility, team collaboration, engaging communication.
 
The conclusion is that the critical factors are not the same in China and the UK as the culture difference. In the context of globalization in this world, attention have to be put on these differences in order to obtain success projects.
 
CHAPTER SUMMARY

 

There are a number a research have been conducted to address the project performance evaluation as identified and described in this chapter. While some previous studies have been done on the topic of project manager leadership, very few studies exam to possibility to measure and improve the project performance from the project leadership critical factors perspective which has be conducted in this current study. To further explore these problems in project performance evaluation, the interviews were conducted to discuss these problems with the experts from the China and the UK construction industries. In term of the CSFs and CFFs, the consensus is that these critical factors can have strong influence on project performance which are deserved special attention.  Through managing these critical factors of project manager’s leadership, the project performance can be improves.
 
QUESTIONNAIRE SURVEY
 
INTRODUCTION

 

Chapter Six presents the results and analysis of the questionnaire survey, which include (i) personal experience of respondents; (ii) CSFs of construction project manager’s leadership; (iii) CFFs of construction project manager’s leadership; and (iv) impact of leadership on project performance.
 
PERSONAL EXPERIENCE OF RESPONDENTS

 

In this section, the basic personal profile and experience of the respondents are presented, including their working sectors, positions / titles, years of experience and the types of projects they have worked.
 
Working sectors 
Since this research is targeting the construction project managers from contractors, the author aimed to get as many as project manager from contractors as possible. Since many respondents have been working many years with experience in different sectors, therefore the below questions allow the respondents to choose more than one category. So the percentages added are not amounted to 100 percent. It is showed from the below Table 6-1 that both respondents from PRC and UK usually got experience in more than one sectors and most of them have experience in contractors.
 
Table 6-1 : Examples of typical project stakeholders
Q: What sectors have you worked in? (You can choose more than one)
PRC UK
A. Contractor 70.0% 77.8%
B. Consultant 40.0% 50.0%
C. Client (e.g. developers and government etc.) 17.5% 33.3%
 
Working positions / titles
Although targeting project managers, it is unlikely to get 90 project managers to answer the questionnaire. In addition, the other staff, especially the technical staff’s opinions also count in measuring the project manager’s leadership, since they are the team members and followers to execute the project, Besides project managers, there are other management level staffs in a project,http://livesitehelp.com/jndlw  therefore the choices are divided into two broad categories, which are the management level and the technical level. From the following Table 6-2, it showed there are 57.5% respondents from PRC are at management level, 42.5% at technical level; 63.9% respondents from UK are at management level, 36.1% at technical level. The overall figures are 60.7% of all respondents from the management level and 39.3%, which shows that the respondents are mostly from the management level that will provide more valid results on measuring the leadership of project managers.
 
Table 6-2 : Working positions / titles of respondents
Q: What's your working position / title?
PRC UK Overall
A. Management level (e.g. project manager and supervisor etc.) 57.5% 63.9% 60.7%
B. Technical level (e.g. engineers, safety officers, site officers and QS etc.) 42.5% 36.1% 39.3%
 
Years of working
The construction industry is strongly relying on the experience of the practitioners, therefore the years of working can be an important indicator of a construction practitioners experience. From Table 6-3, it is shown that Chinese respondents are relatively more flatly distributed, while the UK respondents are more dense in the middle two options, which are 6-10 years and 11-20 years. However, both groups of respondents were with relatively rich experience. Overall, around 40 percent respondents with 11-20 years of experience, around 30 percent respondents with 6-10 years of experience and the other 30 percent nearly evenly distributed in the 0-5 years group and over 20 years group.
 
Table 6-3 : Years of working of respondents
Q: How many years of relevant working experience do you have?
PRC UK Overall
A. 0-5 years 20.0% 13.9% 16.9%
B. 6-10 years 30.0% 27.8% 28.9%
C. 11-20 years 35.0% 44.4% 39.7%
D. More than 20 years 15.0% 13.9% 14.45%
 
Types of projects
This question provides an insight into the kinds of projects the respondents have worked in, which also indicates the experience the respondents have. This question also allows the respondents to select more than one answer, since they may have experience in more than one kind of projects. As shown in Table 6-4, both groups of respondents have the most experience in building projects and the second is transportation projects. There are also a considerate amount of respondents in the other types of projects listed, namely water projects, environmental projects, energy projects and health and education projects.
Table 6-4 : Types of projects respondents have worked in
Q: What type of projects have you worked? (You can choose more than one)
PRC UK
A. Building 55.0% 63.9%
B. Transportation 25.0% 36.1%
C. Water 17.5% 22.2%
D. Environment 10.0% 19.4%
E. Energy 22.5% 19.4%
F. Health and education 12.5% 13.9%
 
In summary, the respondents from PRC and UK can be considered as with relatively rich experienced and mostly come contractors. After completing this section of questions to collect their personal experience information, the next section explores the CSFs of project manager’s leadership.
 
(責任編輯:anne)
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