Mei-I Cheng

TL;DR: In this paper, the authors investigated the competency profile of project managers working within the construction industry, one of the most complex and dynamic project-based industrial sectors, and found that while their job-task competencies are highly specific to the industry in which they work, the behavioural competencies of superior project managers are mostly generic in nature and apply to a range of other management positions.

TL;DR: In this article, it is argued that traditional success criteria for construction projects center on the achievement of cost, program and quality targets and that these simple measures are too crude to be used for measuring managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and demands on project managers are far broader than in the past.

TL;DR: In this article, the authors identify the core competencies associated with the construction management role and further develop a predictive model to inform human resource selection and development decisions within large construction organizations, using behavioral competencies to influence human resource management decisions.

TL;DR: In this paper, a hierarchy of terms and their specific meanings is proposed as a first step in addressing the identified confusions within the area of performance assessment with regard to the use of terminology, and differing interpretations, regarding competence assessment.

TL;DR: In this article, in order to identify the key behaviours leading to performance excellence amongst construction project managers, in-depth behavioural event interviews were used in which managers were asked to recount critical management incidents, decisions and actions from which their behavioural competencies could be identified.