Jurnal EB 2012 COMPLETO finale.pdf 27vol. 2, 2012 Abstract Managers are more likely to perform better or to stay longer in their position if their personal characteristics meet the requirements of the position. The importance of project manager’s competency to construction derived from the nature of changing business circumstances of the that will bring to successful of a project. PEAKS framework was adapted and applied in order to determine the competency of the construction project managers within the Libyan construction industry. Two objectives which are following (i) to identify the construction project manager’s perceptions on the level of importance of the competencies against their personality; and (ii) to determine the level of competencies of construction project managers were proposed to be achieved. Quantitative approach was implemented in this study whereby 50 questionnaires were sent out. However, of these, only 41 questionnaires were returned and analyzed. As result, it can be concluded that our project managers today are at the high level of competent. Keyword: 1. Introduction The unique structure of the construction industry, coupled with the challenges of global competitiveness, and changing regulatory requirements have created great demand for highly educated and competence construction project managers. The construction project managers have never had a tougher job. Companies are always in transition now remodeling and effective management of an entire spectrum of projects. confronting with the new issues and undertaking additional roles have traditionally not been part of their responsibility. To ensure their continued relevance in the industry, construction project mechanisms by which these construction project managers acquires such requisite skills should provide in addressing the training needs of future construction project managers (Ryssell et al., DEVELOPING COMPETENCY MODEL FOR THE PROJECT MANAGER IN THE LIBYAN CONSTRUCTION INDUSTRY ABDELNASER OMRAN, AHMED BAZEABEZ, ABDELWAHAB O. GEBRIL, WOO SUK WAH University Sains Malaysia, Malaysia 28 through real-estate or construction-related careers. Their role and responsibility in delivering knowledge for their job competency in this industry. The project management competency refers to the capability to manage projects professionally by applying best practices with regards to the design of the project management process and the application of project management representative of the common understanding of the word. However, as noted by Robothan “Competence is used to accomplish something. It includes knowledge in all their shapes, but it also includes personality traits and abilities, such as social competence, but is however not impossible to also talk about organisational competence. One can then refer back to the complete competence at the individuals in the organisation, or the stored knowledge concerning systems, techniques or the culture”. an individual perspective and also from an organizational point of view. In the organizational In his view the organization is deemed to posses’ project manager competence if it is able to are not contradicting, after all an organization is an inanimate character that exists only through its people. Therefore, for an organization to have competence, it is essential that the people inside are competent. Nevertheless, there is a difference on how competence is approached; one perspective looks at the individual parts and the other at the whole. For this study intends 3. Project Management and Competency Theory The importance of project managers leads to the concern of their training and development. proper training and development programs can be developed to provide the necessary training to those who want to become project managers. order to provide insight into the effectiveness of training program, as well areas that may management is attained by the combination of knowledge acquired during training, its subsequent application and other skills developed in the course of practice. They notice that 29vol. 2, 2012 required in practice by project manager is much wider in context. Thus, they suggest that modern project management demands other general and management knowledge, together with skills that extend beyond the technical aspects of traditional engineering areas. 4. Research Methodology The target of this research is to determine the importance level of core competency of construction project managers and the level of competencies of the construction project Basically, the paper is was used to determine the effectiveness of leadership needs for the project leader. to relative importance index for each factor, which made it possible to cross-compare the relative importance of each of the factors as perceived by the respondents. The relative importance index Relative importance index (RII) = 4n1 + 3n2 + 2n3 +1n4 +0n5 4N (0 < RII <1) Where N = Total number of respondent, 4= highest weighted score (0, 1, 2, 3, 4) of agreement (whereas n1 = number of respondents for Strongly Disagree, n2 = respondents for Strongly Agree). 5. Results and Analysis Project Managers 1. Personal characteristic 2. Attitudes 3. Knowledge competence 4.Skills competence Independent variable Dependent variable Figure 1 – Conceptual Framework of Project Management Competences 30 5. Results and Analysis 5.1 Respondents background The analysis has shown that the presence of female in the industry is relatively less and their contribution of respondent (Figure 2). It can be said that the presence of female in the Male Female Figure 2 – Distribution of Respondent’s Gender From the data collection, most of the respondents are middle age project manager. The maturity age of respondent will give a better and more consistent results due to their exposure is much more compare to the young age of project manager. It was found from the analysis that 51.2% 31.7% 17.1% 30-40 years old 41-40 years old 51-65 years old Figure 3 – Distribution of Respondent’s Age different holding degrees are shown in Figure (4). 25.1% 33.6% 22.9% 18.4% Diploma Bachelor Master PhD 31vol. 2, 2012 Table 1 – Respondent’s Job description / position Job Description Frequency (%) Others 100% In term of the working experience, Table 2 depicts the years of experience accumulated by the respondents in the construction industry. The data reveals that their years of experience Table 2 – Respondent’s years of experience Years of Experience Frequency (%) 100% the present position. Table 3 – Numbers of current project under respondent’s responsibility Numbers of current project responsible for Frequency (%) 100% 5.2 Personal Characteristic Competence Variables Table 4 depicts the competency level for personal characteristic competence of our project 32 clearly. Table 4 – Personal characteristics Personal Characteristic RII Ranking Seeks out and is comfortable with change 11 Aptitude to uncertainty Enjoys problems 12 At ease with prioritisation & decision making Critical thinking Need to be organized 2 Self driven & tenacious 4 Sustained energy & enthusiasm 1 Self- controlled Self- awareness & regulation Leadership / Team Management Seeks out face communication 4 Charismatic & inspirational 2 Intuitive & sensitive to the needs of others Adaptable Integrity 1 5.3 Attitudes Competence Variables project manager today. There are total 2 constituents namely (i) personal values and (ii) in Table (4). With refering to the section (b) in the below Table, it can be observed from the 33vol. 2, 2012 Table 5 - The competencies’ attitude of the project managers in Libya Attitudes RII Ranking A. Personal Values 1 Team approach 2 4 B. Organization / Project Concern for stakeholder needs 4 Concern for safety & quality 2 Concern to learn from experience 1 Willing to play at organizational politics personal agenda 5.4 Knowledge Competence Variables included factors in this study. While, section (d) shows that most important factor for the knowledge competency on the human material resources and procurement management is Table 6 - Knowledge competence of the Project managers in Libya Knowledge Competence RII Ranking A. Organizational Context Identify project environment & context 4 Coordinate project development processes & phases 2 Establish project organization structure & role 34 2 Organize completion & handover activities 1 B. Scope, Quality, Risk & Value 1 4 Decide & identify risk management 2 C. Time and Cost Appraisal techniques for evaluating options 4 Time & cost estimating Time scheduling & phasing management 2 Budgeting & cost management 1 D. Human, Material Resources & Procurement Management 1 Acquire, develop & manage project team 2 2 5.5 Skills Competence Factors Table 7 - The Competence skills for the project managers in Libya Skills Competence RII Ranking A. Project Process 4 Develop projects Resources & Capacity planning 2 1 Close project 35vol. 2, 2012 B. Communication Communicate in writing at all levels. 2 Communicate verbally at all levels. 4 1 C. Leadership and documenting) 4 Negotiation and delegation of project information and process Critical thinking and rational decision making Building, leading and motivating teams to ensure commitment, respect and loyalty 2 Transfer knowledge (coaching, mentoring, and training) Ability to manage legal issues Ability to listen Ability to complete project on time 1 6. Conclusion and Recommendations level of importance for core competency. However, this objective has successfully achieved important role in any level of job position because it reveals a personality value of a person who was to identify the level of competencies of construction project managers. However, from the results, it can be concluded that our project manager today is at the high level of competent. Finally, this study provides a competency model consisting of a list of competencies needed at this position level, therefore an effective job description for the Construction project manager position level in organization should include the required competencies. 36 References 111-124. in large Swedish organizations. and Economics. Singapore. International Journal of Project Management Development Review, Continuous assessment of project perfomance, Journal of Conctruction Engineering and Management,