The Effectiveness of Intellectual Competencies in Project Management
The objective of this review pinpoints the characteristics and effectiveness of competencies in project management. Based on the subject matter, an extensive synthesis and review of past literature has been carried out so that the competencies are collated. Androniceanu, Ristea, and Uda (2015, p. 233) believe that leadership competency entails elements of system conceptions with regards to intellectual, managerial and emotional qualities. Mazur et al. (2014, p.950) state that the personalities and competencies of project managers are intertwined and this has benefited the development of teamwork because the combination of both elements ensures projects are successfully completed
Galvin et al. (2014, 35) define project management as an application of techniques, tools and skills that develop the project activities which meet project requirements. Project activity development obligates the project managers to have an understanding of limitations and objectives of a project. Iqbal et al. (2015, p.69) argue that all projects possess constraints regarding how fast and how well the intended goals may be achieved. Some of the constraints can include resources, costs, budgets, timelines, and technological limitations. Such limitations increase possibilities of risks and usually obstruct timelines when it comes to meeting objectives; the risks, therefore, have to be pointed out and mitigated (Lakemond et al. 2016, p.341).
Project Management Institute (2017, p.6) introduced the competency theory that focuses on identifying fundamental ability, skill and knowledge dynamics that can assist in targeting individuals that may be effective when placed in positions of leadership. The competency model may offer guidance on the behaviors related to leadership effectiveness. Additionally, according to Project Management Institute (2017, p.6), competency models act as an educational tool particularly to persons that attempt to learn new ways of becoming an effective leader.
Emotional intelligence is termed as a significant intellectual competency which project managers need to possess so that they can succeed in the project environment (Iqbal et al. 2015, p.66). Self-control, self-awareness, motivation and charisma are among the most important elements which constitute for emotional intelligence. More specifically, self-control and self-awareness have been identified as capability of monitoring, understanding and modifying one’s emotions. Therefore, the attributes can assist project managers to make faster and better decisions. Furthermore, charismatic behavior forms a feeling of ownership, moral value aspiration, and respect to project work and adds the sense of personal commitment and dedication towards completing projects successfully (Tabassi et al. 2016, p.340).
Competencies are defined as attributes and characteristic of individuals (Müller and Turner 2010, p.440). Therefore, the project manager can be more effective if the intellectual competencies align with a project (Müller and Turner 2010, p.440). With emphasis on this concept, competency can be related with the attributes and capacities that the project manager has so that the objectives and aims of a project can be realized. Marnewick et al. (2016, p.45) believe that personal knowledge and characteristics that the project managers offer in an effort to manage the personnel working on projects are meant to enhance the outcome of the projects. Additionally, project managers should be critical thinkers; meaning that they should have the ability to understand and analyze the uniqueness of each project and preempt both the expected and unexpected consequences of every solution (Jiang 2014, p.52). In addition, a project manager should be open-minded; someone who thinks outside the box when developing solutions to project implementation. In this respect, he/she should be able to understand and interpret all the solutions while implementing projects (Galvin et al. 2014, p.40).
Project managers normally have accumulation of work, stress rises and their desire to complete projects may be jeopardized. The prospect of burnout is a serious concern in the field of human service in general; however, professionals can take certain measures so that they can apply intellectual prowess which will not only benefit their careers and well-being, but also improve services offered to clients (Kerzner and Kerzner 2017, p.56). As such, project managers can apply intellectual competencies to complete projects on time. In addition, they can develop a good relationship with their co-workers to minimize conflicts and stress (Galvin et al. 2014, p.41).
One of the categories of competencies that is considered key in project management are the technical competencies which include procurement management, resource and risk management, time, cost, health and safety and maintenance of quality (Androniceanu et al. 2015, p.235). The dynamics of the technical competencies majorly depend on the project and irrespective of such difference, technical competencies are still considered integral in the effectiveness of project management (Ajmal 2009, p.46).
Project managers perform a variety of tasks that helps them meet the needs of the stakeholders and ensure that the project is completed successfully. Because most of the functions of a project manager are personalized, they still have to abide by a code of ethics that safeguards the rights and dignity of the customers, but also standardizes the practice and strengthens their intellectual competencies. As such, project managers need to have strong ethical standards that include delivery of effective service, treating people with dignity, social justice and competency (Maunula 2015, p.38). Boundaries are the limits that allow safe and appropriate connection between clients and project managers. In this respect, professionals are required to respect the client-worker relationships and avoid inappropriate relations, meaning that intellectual abilities assist in better management practices.
Managerial quality is defined as the ability to coordinate a project team effectively especially when delivering the project deliverable in a timeous manner and in line with the requirements of the client (Mazur et al. 2014, p.950). Mcmanus (2006, p.20) places managerial quality under relational competency and it ensures the effectiveness of a project manager because of their ability to manage close relations with the members of the team and steering them to complete and perform well on tasks. Maunula (2015, p.51) has emphasized that project management has to be dynamic and use systems thinking to identify strategies of project management other than follow traditional techniques. Additionally, it is argued that acquiring knowledge through feedback as well as action learning improve managerial qualities and limits litigation possibilities (Secundo et al. 2016, p.300).
The first and perhaps the most important characteristic of becoming an intellectually competent project manager is confidence. A leader must believe that he/she has the ability to diligently and effectively carry out the duties. Confident leaders are not one-dimensional; they are not refined to one context and have confidence to lead in different situations (Tabassi et al. 2016, p.341). In addition, it is vital in project implementation as it is the driving factor that makes project managers to pursue new challenges; it allows them to grow and take on new perspectives.
For project management to be effective it has to entail a combination of leadership tools, technical shrewdness and project knowledge. These are considered to have the ability to offer direction to key behaviors which can transform performing individuals into project managers that are highly effective (Tabassi et al. 2016, p.340). Essentially, the characteristics of intellectual competencies may add value to a project and at the same time motivate the project managers and team working on the project. The project manager is the main determinant of a project because he/she performs in a sensible manner and the consequent actions instantly affect the project. Hitherto, the project manager can become effective if he/she has knowledge of the components of intellectual competencies (Winter et al. 2006, p.640). Similarly, a project manager has to continuously display all the dynamics of competencies and characteristics so that a project can be effectively performed.
Characteristics of Intellectual Competencies in Project Management
Project management has influenced the introduction of essential elements as well as new viewpoints and principles into the implementation and preparation of different projects. According to Galvin et al. (2014, p.35), competence offers managers the opportunity to interconnect various kinds of information which mainly focuses on formulating new concepts, ideas, conclusions and event predictions, indicate potential methods, strategies, changes and improvements. Intellectual competencies involve a combination of abilities, knowledge, attitudes as well as other personal elements which are needed for tasks to be completed effectively in an organization (Draganidis and Mentzas, 2006, p.52). For the purposes of transparency as well as ideal measurement, abilities, attitudes, characteristics and knowledge are normally divided in several homogeneous groups known as competences.
The competence theory assumes that intellectual competency is achieved through a combination of relevant knowledge that is attained during training, its initial application as well as other skills that are developed during project management (Project Management Institute 2017, p.34). Draganidis and Mentzas (2006, p.51) justify that the competence model can be used in numerous ways to select a project manager based on the development needs because it can evaluate career planning and performance. The competence model was formulated from a combination of tailor-made approach (depends on requirements to form a new model), a combined approach (specifies behavioral description) and prescriptive approach (based on an existing model). Depending on the kind of behavior the professional project manager observed, different areas of the competence approach are still utilized (Marnewick et al. 2016, p.23). The process entails significant and continuous structure/system for acquisition or achievement of competences from the successful project manager.
Benefits of Intellectual Competences
Competency in project management is considered to be a complex procedure that requires attainment of various skills and relevant knowledge that relate to expert areas that require expertise such as manufacturing, engineering, and information technology (Ajmal, M. M. (2009, p.45). It is beneficial for a project manager to combine intellectual competencies with good leadership (Czernigowska 2008, p.16). In this case, good leadership combines both emotional and managerial functions along with cognitive functions that include directing and guiding. Mazur et al. (2014, p.950) believe that the personalities and competencies of project managers are intertwined and this has benefited the development of teamwork because the combination of both elements ensures projects are successfully completed. Project managers have unique personalities and this guarantees their leadership positions because they are distinguished from the rest of the people. Most project managers have particular personalities that are linked to the work environment and this results in successful management of projects.
Intellectual competencies also allow project managers to find out alternate strategies, ideas, and concepts based on application of the project’s flexibility. As a result, their ‘bearing capacity’ is verified based on the manager’s ideas as well as the team members that mainly focus on motivating critical thinking prior to decision making (Draganidis and Mentzas 2006, p.56). Furthermore, intellectual competencies contribute to delegation of idea generation in order to contribute to an ongoing project.
Characteristics of Intellectual Competencies
Some of the project manager’s duties include various activities as administration. Hitherto, in order to complete a project the manager requires one of a kind competencies and capabilities (Müller and Turner 2010, p.438). Since the relationship between the success of a project and the work effectiveness of a project manager there have to be conditions that will ensure effectiveness. Depending on the work of the project manager, the characteristics of intellectual competencies could have an important role on the results of the project. In other words, if a project manager with the right qualities is selected the characteristics will be attained easily.
Customer Orientation
A project manager can prove his/her competency by increasing a company’s value based on their knowledge of the market and customers that it operates in. Customer orientation becomes successful once the quality of service offered by the project manager is guaranteed (Ajmal 2009, p.677). In addition, the project manager will be able to understand the customers, suppliers, competitors as well as regulatory environment.
Orientation to Target
In order to guarantee this competence the project manager takes the perspective of the corporate as well as the long-term operations of an organization. Eventually, the project manager shall apply strategic thinking towards the process or function, market and product, or select part or the whole of an organization (Galvin et al. 2014, p.35). It is important to note that this characteristic needs the ability to be incorporated in more complex thinking such as in conceptual and analytical skills.
Change Management
This competence can be proven if the project manager focuses on changing operations so that they can enhance and develop a company. Other team members are normally involved in this process as they target transforming an organization depending on any new challenges (International Conference on Intellectual Capital et al. 2013, p.24).
Behavior Depending on Corporate Values
In this case, the project manager usually proves that he/she complies with acts and words; nonetheless, the competence manifests through consistency between what is said and what is done (Cicmil et al. 2006, p.680). Moreover, the project manager defends and maintains corporate values by taking risks that will ascertain their defense.
Team Management
A project manager has this intellectual competency when he/she has the ability to build, concentrate and guide teams effectively. According to the Project Management Institute (2017), this competency involves the ability to oversee cross-corporate, cross-functional and teams within a line structure. Managing a team ensures that projects are completed in a satisfactory manner and the project manager gains the ability to ensure that the team members work together in a relevant manner so that everything is completed on time.
Cooperation
The main relevance of this characteristic is that the project manager gains relevant motivation to complete tasks by working with partners, colleagues, and the other members of the company so that the corporate objectives are fulfilled in a satisfactory manner (Winter et al. 2006, p.640).
Development Orientation
A project manager takes part in achieving projected results as well as ensuring continuous improvement. Attaining this characteristic requires the leader to motivate team members effectively so that they can complete projects on time and in an effective manner (Müller and Turner 2010, p.440).
If the above characteristics are realized when applying project management practices to build companies, then it is important to apply a financial resource viewpoint. Therefore, if a project manager has low experience it hinders full development of the significant aspects of effective project management as preparation and selection of team members, communication schemes, cooperation development, decision-making, settlement of conflicts, accepting personal differences, handling objections and so on.
Galvin et al. (2014, p.40) claims that the competence model can be used to create the project manager intellectual competencies because it allows self-orientation and development in the projects. Hence, a project manager guarantees synergy by becoming an influencer that shows the results from applying team work with motivated members within the project development.
Competence allows interconnection with other sections of the company based on the kinds of responsibilities that are especially aimed at formulating ideas, concepts and effective conclusions (Müller and Turner 2010, p.437).
The aspects of project management have influenced the introduction of core intellectual competency characteristics into the achievement and preparation of different projects. Galvin et al. (2014, p.35) claim that competence offers managers the opportunity to interconnect various kinds of information which mainly focuses on formulating new concepts, ideas, conclusions and event predictions, indicate potential methods, strategies, changes and improvements.
Based on this perspective, intellectual competencies combine abilities, knowledge, attitudes as well as other personal elements needed for tasks to be completed effectively in an organization (Draganidis and Mentzas, 2006, p.52). As a result, transparency is achieved as well as ideal measurement of various abilities.
Companies are constantly identifying practices that will increase their competitive advantage and accomplish market needs; intellectual capabilities are considered essential for all executives because they affect the quality of operations (Mazur et al. 2014, p.950). As a result, project supervisors are considered to play an important role in validating the practices of a company.
In conclusion, project managers have to have the competencies so that they can be effective and influential in all their projects. Without intellectual competencies, the project managers will not be able to achieve the targets set by influencing the team members and ensuring that the right conditions are set to complete tasks or projects.
It is evident that intellectual competencies are not only reliant on the personality of the project manager but rather a combination of both competency and managerial traits. Even though, as revealed in the review, intellectual competencies can lead to effectiveness in management, the negative effects have to be considered as well. Jiang (2014, p.52) believes that project performance depends on the project manager’s characteristics. Unfortunately, there is no uniformity or consensus with regards to the procedures of measuring individual characteristics of the manager. Further studies should be carried out on the influence of cultural differences on task management and skills needed for enhancing quality of project completion.
In this literature review, the relationship between intellectual competencies their effectiveness in project management is evident which suggests that investing in development of competencies can be positively effective. Furthermore, personal characteristics, performance, and knowledge directly affect attainment of organizational objectives in project development. However, the relationship between project effectiveness and other factors such as individuals has to be investigated further.
Additionally, the individuals have to be assessed so that the effectiveness of intellectual aptitude can be measured appropriately because most projects are completed through teamwork (Thomas and Mengel 2008, p.307). Intellectual competencies depend on the objectives of the company and how a project should be tackled. However, the leadership style is normally affected as a result of application of such abilities because a different approach should be practiced if the team is to complete the project effectively. Some of the competencies that can be affected include technical aptitudes like application of techniques and tools that will assist the executives in delivering successful projects. Subsequently, project administrators must validate their practice based on controlled, useful ad ethical service (Thomas and Mengel 2008, p.310).
More studies should be carried out on the integration of project management knowledge and performance while considering the factors which affect successful assignment completion (Secundo et al. 2016, p.308). Additionally, the contingency aspects of the subject have to be studied when analyzing intellectual proficiencies. Instinctively, studies should consider the knowledge based approach when investigating the subject because knowledge management can be considered a factor which may present various benefits that will lead to successful projects (Kerzner and Kerzner 2017, p.80). It is important to note that intellectual competencies are not specifically aimed at improving the activities of the project manager but also the team working on the project collectively. In other words, intellectual competencies have the ability to affect how a project is done and eventually completed.

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