Title: The model of role transformation for project managers

Authors: Ting-Chang Lai; Ming-Chun Lai; Chiou-Shuei Wei; Chiu-Chi Wei

Addresses: Department of Business Administration, Hsuan Chuang University, Taiwan ' Department of International Business Management, Wu Feng University, Taiwan ' Department of Industrial Management, Lung Hwa University of Science and Technology, Taiwan ' Department of Industrial Management, Chung Hua University, Taiwan

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.

DOI: 10.1504/IJISE.2017.086274

International Journal of Industrial and Systems Engineering, 2017 Vol.27 No.2, pp.295 - 310

Received: 22 Aug 2015
Accepted: 03 Oct 2015

Published online: 04 Sep 2017 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article