Different types of projects require different sets of project management competences
Autor(a) principal: | |
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Data de Publicação: | 2022 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | Revista Gestão e Projetos (GeP) |
Texto Completo: | https://periodicos.uninove.br/gep/article/view/22446 |
Resumo: | The professional's performance during the life cycle of a project is directly related to the application of project management competence. The description of these competences can be evidenced in standard project management guides provided by project management entities. The main institutions that promote the dissemination of these guides are: Project Management Institute (PMI), International Project Management Association (IPMA) and Association for Project Management (APM). Based on this context, this editorial commentary sheds light on the usability of such guides, which are generic, prescriptive and often do not have a solid research base. Furthermore, a discussion that should be fostered is that project management competences may differ depending on the type of project, business segment, or industry. It should be noted that this distinction helps classify projects according to their type. Thus, it is necessary to reflect on the impacts of different competencies for the project professional and their adherence to the type of each project. |
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Different types of projects require different sets of project management competencesDiferentes tipos de projetos exigem diferentes conjuntos de competências de gerenciamento de projetosCompetence; Project management institute; International project management association; Individual competence baseline; Association for project management; Project managementCompetências; Project management institute; International project management association; Individual competence baseline; Association for project management; Gerenciamento de projetosThe professional's performance during the life cycle of a project is directly related to the application of project management competence. The description of these competences can be evidenced in standard project management guides provided by project management entities. The main institutions that promote the dissemination of these guides are: Project Management Institute (PMI), International Project Management Association (IPMA) and Association for Project Management (APM). Based on this context, this editorial commentary sheds light on the usability of such guides, which are generic, prescriptive and often do not have a solid research base. Furthermore, a discussion that should be fostered is that project management competences may differ depending on the type of project, business segment, or industry. It should be noted that this distinction helps classify projects according to their type. Thus, it is necessary to reflect on the impacts of different competencies for the project professional and their adherence to the type of each project.O desempenho do profissional durante o ciclo de vida de um projeto está diretamente relacionado a aplicação das competências em gerenciamento de projetos. A descrição destas competências pode ser evidenciada em guias de gerenciamento de projetos providos por entidades de gerenciamento de projetos. As principais instituições que promovem a divulgação destes guias são: Project Management Institute (PMI), International Project Management Association (IPMA) e Association for Project Management (APM). Com base neste contexto, este comentário editorial traz à luz a reflexão quanto a usabilidade de tais guias, que são genéricos, prescritivos e que muitas vezes não apresentam uma base sólida de pesquisa. Ademais, uma discussão que deve ser fomentada é que as competências para gerenciamento de projetos podem ser diferentes em função do tipo de projeto, segmento do negócio, ou indústria. Cabe destacar que esta distinção ajuda a classificar os projetos quanto ao seu tipo. Assim, se faz necessário refletir sobre os impactos das diferentes competências para o profissional de projetos e sua aderência ao tipo de cada projeto.Universidade Nove de Julho (Uninove)Rosamilha, Nelsonda Silva, Luciano FerreiraPenha, RenatoBizarrias, Flávio Santino2022-07-21info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.uninove.br/gep/article/view/2244610.5585/gep.v13i2.22446Revista de Gestão e Projetos; v. 13, n. 2 (2022): (maio/ago.); 1-82236-0972reponame:Revista Gestão e Projetos (GeP)instname:Universidade Nove de Julho (UNINOVE)instacron:UNINOVEporhttps://periodicos.uninove.br/gep/article/view/22446/9742Direitos autorais 2022 Revista de Gestão e Projetoshttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccess2022-07-21T11:58:17Zoai:https://periodicos.uninove.br:article/22446Revistahttps://periodicos.uninove.br/gepPRIhttps://periodicos.uninove.br/gep/oaigep@uninove.br || editor@revistagep.org || crismonteiro@uninove.br2236-09722236-0972opendoar:2022-07-21T11:58:17Revista Gestão e Projetos (GeP) - Universidade Nove de Julho (UNINOVE)false |
dc.title.none.fl_str_mv |
Different types of projects require different sets of project management competences Diferentes tipos de projetos exigem diferentes conjuntos de competências de gerenciamento de projetos |
title |
Different types of projects require different sets of project management competences |
spellingShingle |
Different types of projects require different sets of project management competences Rosamilha, Nelson Competence; Project management institute; International project management association; Individual competence baseline; Association for project management; Project management Competências; Project management institute; International project management association; Individual competence baseline; Association for project management; Gerenciamento de projetos |
title_short |
Different types of projects require different sets of project management competences |
title_full |
Different types of projects require different sets of project management competences |
title_fullStr |
Different types of projects require different sets of project management competences |
title_full_unstemmed |
Different types of projects require different sets of project management competences |
title_sort |
Different types of projects require different sets of project management competences |
author |
Rosamilha, Nelson |
author_facet |
Rosamilha, Nelson da Silva, Luciano Ferreira Penha, Renato Bizarrias, Flávio Santino |
author_role |
author |
author2 |
da Silva, Luciano Ferreira Penha, Renato Bizarrias, Flávio Santino |
author2_role |
author author author |
dc.contributor.none.fl_str_mv |
|
dc.contributor.author.fl_str_mv |
Rosamilha, Nelson da Silva, Luciano Ferreira Penha, Renato Bizarrias, Flávio Santino |
dc.subject.por.fl_str_mv |
Competence; Project management institute; International project management association; Individual competence baseline; Association for project management; Project management Competências; Project management institute; International project management association; Individual competence baseline; Association for project management; Gerenciamento de projetos |
topic |
Competence; Project management institute; International project management association; Individual competence baseline; Association for project management; Project management Competências; Project management institute; International project management association; Individual competence baseline; Association for project management; Gerenciamento de projetos |
description |
The professional's performance during the life cycle of a project is directly related to the application of project management competence. The description of these competences can be evidenced in standard project management guides provided by project management entities. The main institutions that promote the dissemination of these guides are: Project Management Institute (PMI), International Project Management Association (IPMA) and Association for Project Management (APM). Based on this context, this editorial commentary sheds light on the usability of such guides, which are generic, prescriptive and often do not have a solid research base. Furthermore, a discussion that should be fostered is that project management competences may differ depending on the type of project, business segment, or industry. It should be noted that this distinction helps classify projects according to their type. Thus, it is necessary to reflect on the impacts of different competencies for the project professional and their adherence to the type of each project. |
publishDate |
2022 |
dc.date.none.fl_str_mv |
2022-07-21 |
dc.type.none.fl_str_mv |
|
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://periodicos.uninove.br/gep/article/view/22446 10.5585/gep.v13i2.22446 |
url |
https://periodicos.uninove.br/gep/article/view/22446 |
identifier_str_mv |
10.5585/gep.v13i2.22446 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://periodicos.uninove.br/gep/article/view/22446/9742 |
dc.rights.driver.fl_str_mv |
Direitos autorais 2022 Revista de Gestão e Projetos https://creativecommons.org/licenses/by-nc-sa/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Direitos autorais 2022 Revista de Gestão e Projetos https://creativecommons.org/licenses/by-nc-sa/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Nove de Julho (Uninove) |
publisher.none.fl_str_mv |
Universidade Nove de Julho (Uninove) |
dc.source.none.fl_str_mv |
Revista de Gestão e Projetos; v. 13, n. 2 (2022): (maio/ago.); 1-8 2236-0972 reponame:Revista Gestão e Projetos (GeP) instname:Universidade Nove de Julho (UNINOVE) instacron:UNINOVE |
instname_str |
Universidade Nove de Julho (UNINOVE) |
instacron_str |
UNINOVE |
institution |
UNINOVE |
reponame_str |
Revista Gestão e Projetos (GeP) |
collection |
Revista Gestão e Projetos (GeP) |
repository.name.fl_str_mv |
Revista Gestão e Projetos (GeP) - Universidade Nove de Julho (UNINOVE) |
repository.mail.fl_str_mv |
gep@uninove.br || editor@revistagep.org || crismonteiro@uninove.br |
_version_ |
1797052865238269952 |