 The model of role transformation for project managersTing-Chang Lai, Ming-Chun Lai, Chiou-Shuei Wei and Chiu-Chi Wei International Journal of Industrial and Systems Engineering, 2017, vol. 27, issue 2, 295-310 Abstract: Project management has been considered as an effective approach for corporate strategy execution and a project manager usually takes full responsibility for whole project. It is generally believed that the project manager should present his leadership by maintaining a tight grip on the project's progress and cost performance. Some scholars suggest that the project manager should adjust his leadership style and roles according to various stages in the project progress. This study intends to introduce a mathematical model which integrates project management performances in various phases so that it may clearly calculate the appropriate timing for the project manager to adjust his roles and leadership style. An example is presented at the end of this study to verify the validity of the proposed model. Results indicate that the proposed model can determine the appropriate timing for the project manager to adjust his role play based on the actual project performances, thus significantly increasing the possibility of achieving the overall objectives of the project. Keywords: project manager; project performance; earned value management; EVM; leadership style. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijisen:v:27:y:2017:i:2:p:295-310 Access Statistics for this article More articles in International Journal of Industrial and Systems Engineering from Inderscience Enterprises Ltd |
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