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|Title: ||A model for predicting the performance of project managers at the conceptual phase of mass housing building projects (MHBPS) in Ghana|
|Authors: ||Danladi, Roger Angbanbio|
|Issue Date: ||14-Apr-2015|
|Abstract: ||In recent years, performance – based competency standards are gaining prominence over knowledge based competency standards as a criteria for evaluating and certifying project managers (PMs). Moreover project management is a new concept in many developing countries such as Ghana; however, empirical evidence proves that, it provides a better alternative in the successful management of construction projects. Hence many researchers are calling for unique competencies of a PM commensurate with the type of project as well as the project life cycle. This study as a way of complementing to a research agenda of unraveling the appropriate competencies of the PM along the project life cycle will focus at the conceptual phase of Mass Housing building Projects (MHBPs) in Ghana.
In the study a preliminary interview was conducted and subsequently the largely tested organizational theory of job performance was adopted in designing 120 questionnaires to be answered by CEO’s of Property Developers in Ghana to determine the high performing skills they demand from PMs at the conceptual phase. The data from the quantitative enquiry was then subjected to multiple regressions (backward elimination method). An R2 value of 53.2 % was derived which suggests 53.2% of the findings can predict the performance of PMs at the conceptual phase of MHBPs in Ghana. The validated findings indicates; knowledge in conceptualizing project execution plan, knowledge in computer application, ability to resolve dispute amicably among project team members, commitment in ensuring the proposed project is functionally feasible, commitment in data collection during preliminary site investigations, knowledge in statutory obligations and experience in team leadership. The findings provide empirical evidence that can be adopted by CEO’s of MHBPs in Ghana when recruiting PMs into their establishments.|
|Description: ||A thesis submitted in partial fulfilment of the requirements for a degree of Master of Philosophy in Constrcution Management, 2014|
|Appears in Collections:||College of Architecture and Planning|
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