In today’s rapidly changing business environment, rapid decision making and effective project management are essential for business growth. This study examines how project manager competencies and organizational structures affect business performance. Successful project execution depends on the strategic use of project managers’ skills and organizational resources to maximize performance. An empirical study was conducted with 475 participants from the construction and engineering sectors. The applied analyses included multiple regression analysis and two-way ANOVA to assess how project manager competencies and organizational types affect business performance. The results of the study show that project manager competencies significantly improve business performance, especially when combined with appropriate organizational types. Effective use of organizational frameworks leads to better financial results, increased market competitiveness, and greater innovation. The results of the study are as follows: First, project manager competencies were found to have a significant positive effect on business performance. Second, the use of functional, project, and matrix organizations had a significant positive effect on business performance. This suggests that aligning organizational structures with business objectives is important for achieving optimal performance. Overall, this study provides valuable insights into the academic literature and practical applications of project management and organizational research. In addition, if we can select organizational members based on the learning effects of previous projects when operating new projects in the future, it will help reduce risks. Ultimately, it will improve the project manager’s competency level, promote the individual abilities and knowledge sharing of team members, and provide opportunities for the company to build efficient new systems. This will be evaluated as a valuable study in terms of academic and practical productivity.

This empirical analysis investigates the impact of consultant competency and project manager (PM) competency on business performance. Two hundred and twenty four chief executive officers and executive members at small and medium sized firms in the manufacturing sector were surveyed, yielding several outcomes. First, consultant competency positively affects consulting performance. Second, consultant competency positively affects business performance. Third, PM competency does not have a significant influence on consulting performance. Fourth, PM competency does not have a significant impact on business performance. Fifth, consulting performance does not have a significant effect on business performance. Finally, regarding the mediation effect of consulting performance on the influence of consultant competency and PM competency on business performance, consulting performance had no significant impact. Thus, expertise and insight are crucial for a consulting business to enable the growth of professional consultants. Furthermore, this study is expected to enhance the consulting performance of small and medium sized manufacturing firms by providing useful data to consultants and project managers when carrying out consulting projects.

Recently, defects that occurred during the construction of apartment houses have become a social issue. Defects in apartment houses lead to waste of resources and economic loss, causing psychological and physical damage to customers, and a decrease in reliability and financial loss to construction companies. The purpose of this study was to analyze the impact of defect occurrence according to the difference in project management level in the apartment housing construction stage, and to investigate the extent to which the project manager's experience affects the defect occurrence rate. For the empirical analysis of the study, statistical analysis was conducted using data collected from 130 actual projects. The results of the analysis showed that schedule management, cost management, and quality management had a positive effect on reducing the defect occurrence rate in the execution stage of apartment housing construction, while human resource management productivity had a negative effect. This study theoretically demonstrated the importance of project management, and in practice, showed that schedule management, cost management, and quality management should be faithfully performed in the execution stage to reduce the rate of defects after project completion. It was also suggested that hiring an experienced project manager would help reduce project defects.

본 연구는 건설현장 소장의 진성리더십이 현장직원의 조직시민행동, 종업원몰입에 미치는 영향과 이들 간의 관계에 있어서 조직후원인식의 매개역할을 살펴보았다. 본 연구의 조사대상자는 고속도로건설현장(37개), 인천공항건설현장(12개), 철도건설현장(10개), 광역지자체건설현장(14개), 국도건설현장(2개) 등 75개 건설현장에 근무하고 있는 현장직원을 대상으로 하였다. 회수된 설문지 630부 중에서 불성실한 응답자를 제외한 622부가 분석 자료로 활용되었다. 설문분석결과는 다음과 같다. 첫째, 현장소장의 진성리더십이 현장직원의 조직후원인식, 조직시민행동과 종업원몰입과 정(+)의 관계를 나타났다. 둘째, 현장직원의 조직후원인식이 조직시민행동과 종업원몰입과 정(+)의 관계를 나타났다. 셋째, 현장직원의 조직후원인식이 현장소장의 진성리더십과 현장직원의 조직시민행동, 종업원몰입 사이에서 부분매개 하는 것으로 나타났다. 이러한 결과는 현장소장의 진성리더십이 현장직원의 조직후원인식을 향상시키고 향상된 조직후원인식은 현장직원들의 조직시민행동, 종업원몰입에 영향을 발휘한다는 것을 알 수 있었다. 본 연구는 건설현장 내에서 절대적 권한을 갖고 있는 건설현장 소장의 진성리더십의 영향력을 평가하였다는 점과 매개변수로써 조직후원인식의 역할을 검증하였다는 점에서 의의가 있다.

프로젝트 성공요인의 하나로 프로젝트 관리자는 항상 관심의 대상이 되어왔다. 기업들은 프로젝트 관리자의 양성을 위해 많은 노력을 기울이고 있으나, 프로젝트 관리자의 다각적 측면의 연구가 미흡하며, 실제적으로 능력을 평가하고, 프로젝트의 진행에 적합한 인력인지 선별하기 어려운 실정이다. 본 연구는 IT서비스 프로젝트의 프로젝트 관리자 (Project Manager)가 갖추어야 할 지식과 기술이 무엇인지 확인하고, 역량 평가의 표준이 되는 지표를 통해 프로젝트 관리자의 자격을 검증할 수 있는 도구를 만들고 활용하고자 하는 것이다. 일반적인 프로젝트 관리자의 지식과 기술, IS인력 혹은 IT서비스 전문가의 지식과 기술이 무엇 인지 기존 연구 문헌과 이론적인 내용을 파악하여 프로젝트 관리자에게 필요한 관리지식과 프로 젝트 수행 능력, 개인의 역량과 IT기술적 측면의 역량의 요소를 해당 산업분야의 전문가에게 의뢰하여 핵심 요소를 도출하고, 인사평가방식의 도구를 활용하여 기술과 관리를 통합하는 역량지표를 통해 실제 프로젝트 관리자에게 평가 해 봄으로써 지표의 활용성을 확인해 보았다. 위 연구를 통해 우수한 프로젝트 관리자를 양성하고 발전시켜 IT서비스 프로젝트의 성공 확률을 높일 수 있는 밑바탕이 될 수 있을 것이다.

Project manager plays a very important role in the success of any project. The primary duty of the project manager is to combine the outcomes or results of the various processes and activities of project management into a systematic project management strategy or plan for the project. In the construction industry, a lack of motivation is an urgent problem for many project managers in construction and engineering projects. Lack of motivation affects the quality and productivity of jobs, reducing profits and growth for companies, businesses, contractors or organizations that rely on human resources. The reasons for this lack of motivation are diverse ranging from salary to culture to life and working environment, among others. Through surveys and data analysis using Cronbach’s Alpha reliability and EFA (Exploratory Factor Analysis), our research scaled the factors affecting work motivation of project managers in the construction industry in Vietnam. The research results identified six major groups of relevant factors including (i) salary and benefits, (ii) work environment, (iii) promotion opportunities, (iv) organizational culture, (v) interest in the job, and (vi) relationship with the organization. From there, this paper contributed useful information as well as measures for businesses, companies, contractors or organizations in the construction industry.

The importance on maintaining the facility has been recently increased. In the meantime, a female students whose major is architectural engineering has difficulty in getting a job. In this study, one of the WISET the programs that is designed to enhance the capability of female students in their major area of study is introduced to provide a possible approach to increase the hiring rate of female students. The suggested method is to expand the job application of female students to the maintenance of the existing facility. For this purpose, each department should make an effort to correlate WISET program and the program that facilitates the hiring rate and corporation with the industry.