EM-504_Project Management Framework and Tools Term Paper “Skills and Attributes for successful...

NED University of Engineering and Technology, Karachi

Civil Engineering Department

Construction Engineering & Management_Weekend Program

EM-504_Project Management Framework and Tools

Term Paper

“Skills and Attributes for successful Project Management”

Prepared by: Course Instructor:

Mr. Waleed Mazhar Kalhoro Prof. Rizwam Ul Haque Farooqui

Mr. Faraz Usman

ii

ABSTRACT

In this study our main focus was to identify the coherence amid understanding of graduate

student and construction managers desires for skills and attributes, if attained will yield

successful project management. A list of skills was formulated and postgraduate students

along with construction managers were asked to rate these skills on scale of 1-4, with 4 being

extremely important and 1 not significant. After extracting opinions, they were compiled and

compared. We mainly calculated degree of agreement amid students and construction

managers, and to our surprise mere 27%-30% agreement was observed, indicating huge

difference among students understanding and construction managers desires. Reason

pertaining may include irrelevant students’ curriculum and training, insufficient field

exposure, no direct encounter among professionals and students. Therefore improvising the

course of studies, with regular field and professional interaction may bring this degree of

agreement to a substantial level.

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TABLE OF CONTENTS

TITLE PAGE i ABSTRACT ii TABLE OF CONTENTS iii Chapter 1: Introduction 1-2 1.1 Scope 1 1.2 Objective 1 1.3 Methodology 1 1.4 Limits and Exclusions 1 1.5 Term Paper Timeline 2 Chapter 2: Literature Review 3-6 2.1 Introduction 3-4 2.2 Education and Professionalism 4 2.3 Construction Manager’s Skills 4-6 Chapter 3: Methodology 6 Chapter 4: Data Analysis 6-9 4.1 Mean 6 4.2 Standard Deviation 7 4.3 Importance Index 7 4.4 Spearman’s Coefficient 8 4.5 Rank Agreement Factor & Percentage Agreement 8-9 Chapter 5: Results and Discussion 9-11 5.1 Importance Index & Rank 9-10 5.2 Spearman’s Coefficient 10-11 5.3 Rank Agreement Factor and Percentage Agreement 11 Chapter 6: Conclusion and Recommendations 11-12 REFERENCES 13 APPENDIX A 14-15 APPENDIX B 16-21

Skills and Attributes for successful Project Management

1

1. INTRODUCTION

1.1 SCOPE

Identifying skills and attributes required for successful project management and

completion; In view of professional construction managers and graduate students.

1.2 OBJECTIVE

In this study we will identify key skills and personal traits exercised and required by local

construction managers and what graduate students think at their studies level which

can pave the path for a successful project completion.

1.3 METHODOLOGY

I. Firstly Literature Review will be carried out to identify skill and attributes.

II. A questionnaire will be developed, and response will be sought from

construction managers and graduate student

III. Statistical analysis will follow to evaluate respondent’s response; coherence will

be evaluated among the two parties.

IV. Conclusion will be drawn as per analysis.

V. Recommendation will cease the term paper.

1.4 LIMITS AND EXCLUSIONS

I. Study will be mostly limited to DHA City Project under taken by DHA Karachi,

however e-Questionnaire will sent to other managers.

II. Statistical analysis will include Mean, Standard Deviation, Importance Index,

Spearman’s Coefficient, Rank Agreement Factor and Percentage Agreement.


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1.5 TERM PAPER TIMELINE


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2. Literature Review

2.1 Introduction

Construction Industry by its virtue is complex and uncertain. The complexity inherited by

Construction Industry and ever growing globalization, there is greater need of skills required

for successful project management than it was ever. Construction Managers today have to be

sublime in their management skills if they wish to successfully compete the project at their

disposal. Construction management student are employed in various organizations in the

construction industry such as building and civil engineering contracting, project management

consulting, construction and project management consulting, client organizations (public and

private) and developer organization (Love et. Al 2002). Such diversity of employment

adamants the need of project manager with sufficient skills and attributes to work proficiently

in their regime, simultaneously with other professionals accompanying them in the industry.

In order to cope up with the development spurt of the world, there is a need of construction

managers to reciprocate the challenge, this could only be possible when these construction

managers are equipped with such skills that can reciprocate the challenge at hand, (Rizwan,

Saqib) state the issues that drive this demand, Firstly Construction endeavors are complex

and costly, with several stake holders. Secondly, construction is a vibrant field, with an ever

changing facet. The construction methodology and technologies are revamped to cope up

with the construction process, these processes can range from building a small residential unit

to sky soaring skyscraper, to complex architecture and specialized structures. Thirdly, during

the course the construction process have evolved from single line trend such as owner,

architect, engineer, contractor type of relationships to more complex type of project delivery

systems. Fronts such as litigation, competitiveness and productivity have demanded

exaggerated construction management skills. Lastly developers and owner seek to outsource

various phases of project, therefore there is an increasing need of fact that construction

manager should equip themselves accordingly.


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The business and construction industry is becoming increasingly global and the role of the

project management professional now includes many front-end services, which increases the

required skill set of new graduates (Choudhury, 2000; Kay, 2001).

2.2 Education and Professionalism

Definition of construction management proliferate the construction literature, some

emphasizing on project management and others on site management (Sears and Clough,

1991; Fryer, 1997; Farrell and Gale, 2000). Construction management education is not new it

has been part of civil engineering courses for quite some time (Abudayyeh et al., 2000).

Construction Management has surface as a separate distinct profession with institutions such

as the PMI (Project Management Institute) established in 1969, PIM (Pakistan Institute of

Management) established in 1954, supporting and recognizing important role of management

within the construction industry. Universities are diligently working to establish a distinct

faculty for construction engineering with emphasis on construction management; recently

NEDUET had established a distinct department for Construction Engineering. University are

offering Master program with specialization in Construction Engineering and Management.

While defining Construction Manager, Murdoch and Hughes (1996) suggested they should:

possess a distinct body of knowledge or identifiable corpus of expertise;

hold the appropriate qualifications required by the appropriate professional body

provide a service to the public by considering their needs before the needs of their

own; and

hold mutual recognition of other professions.

2.3 Construction Managers Skills

Construction Managers must be equipped with three basic attributes. Firstly they should

posses’ practical experience, in that way they’re familiar with working condition and particular

of the industry. Secondly graduate should familiarize themselves with tools and technique for

planning, scheduling and controlling different construction operations. Lastly, the graduate


5

must be in possession of the insights and personality that will enable them to work in harmony

with its colleagues, and under any circumstances be it stressful or trying situations Sears and

Clough (1991). The basic idea here is that when a construction endeavor is initiated, it could

only be taken to its due end with coherent efforts, efforts of different people supporting each

other, it’s impossible for an individual to take the project to its due end all by himself, a

construction manager must be able to persuade people to work coherently in order to achieve

it due goals. (Baharuddin 2006, Egbu 1999) concluded that there are 75 types of management

skills and knowledge, among them six most important skills are leadership, communication(

be it oral or written), health and safety, decision making, inspiring motivation, and forecasting

and planning. Similarly (Eunson 1999) stated that “job advertisements clearly show that

employers are looking for people who can communicate well, write reports, work well in

teams and negotiate with and influence”.

Graduates must be good listeners, as the information is verbally conveyed to them, to perform

their tasks proficiently and solve problems with other people (Backs and Saunders, 1998).

Further, (Rance 1999) states “employers are looking for people who can communicate clearly

and concisely, and who work well with others and build up networks and relationships both

in the workplace and with customers”. Good working relations with diversified people, it may

include owner, managers, designers, supervisors and tradesmen are most important for

construction professionals (Rizwan, Saqib).

Graduates who enable themselves to level with technological and managerial advancement

within the industry have been found to be important skills that graduates should posses

(Davis and Creste, 1998). In addition to strong academic record, employers demand

Construction Managers who are team player and leaders, good personal attributes,

technology skills, language ability, problem solving skills and good awareness of business

environment (Riggs, 1988).


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Leadership is vision, motivation, organization and action. Good leader develop through a

never-ceasing process of self-evaluation and utilization of education, training, and experience

to improve. The best among them are continuously working and studying to improve their

leadership skills (Gharehbagh, McManus).

3. Methodology

A questionnaire survey (see Appendix A) was used for this research purpose, this

questionnaire will be sent out to graduate student, construction managers and manager with

different working genre. The medium to send out the questionnaire could be via email,

personal or mail. The questionnaire will contain 15 skills and attributes identified by (Nielsen

1998). A 4-point likert scale will be used by the respondents to rate the importance for

different skills and attributes essential for construction managers. The responses will be

measured as follow 4- Extremely Important, 3-Moderately Important, 2-Slightly Important and

1-Not Significant. After the concerned individuals have submitted their responses, data was

consolidated and analyzed using different mathematical and statistical tools.

4. Data Analysis

Statistical analysis included Mean, Standard Deviation, Importance Index, Spearman

Coefficient, Rank Agreement Factor and Percentage Agreement.

4.1 Mean

Mean ranking was calculated for each characteristics, using following expression.

Separate means were calculated for students and Construction Manager, those two being

our primary audience.

𝑀𝑒𝑎𝑛 = ∑ 𝑎𝑖

𝑛

𝑖=1

Where;

ai= Rank by each respondent.


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4.2 Standard Deviation

Standard Deviation evaluates the extent of variation or dispersion from the average.

Following expression is used for the purpose

𝜎 = √𝐸[(𝑋 − 𝜇)2]

Where

σ = Standard Deviation

μ = mean

X = Individual Rank by respondents.

4.3 Importance Index:

Information incurred from respondent was used to develop an Importance Index (II). In

calculating Importance Index (II) mean and standard deviation were calculated. Although

mean and standard deviation are not considered an appropriate statistics to evaluate the

overall ranking, as they don’t reflect relationship among them (Love et. Al 2002). Numerical

score of each skill and attribute was converted into relative importance index to assess the

relative ranking among the skills and attributes (Olomolaiye et al., 1987; Okpala and Aniekwu,

1989; Shash, 1993; Holt, 1997).

The importance index will be calculated using following calculation

∑ 𝑤

𝐴𝑁 , (0 ≤ 𝐼𝐼 ≤ 1)

where

w = average weighting given to each factor by the respondent, in this case ranged

from 1 to 4; where 1 is not significant and 4 is extremely important;

A = the highest weighting (ie, 4 in this case); and

N = the total number of respondents

http://en.wikipedia.org/wiki/Statistical_dispersion


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4.4 Spearman Coefficient (rho, ρ)

Spearman correlation is used to evaluate the degree of agreement between two parties

Following equation is used to calculate spearman coefficient,

𝑟𝑠 = 1 −6 ∑ 𝑑2

𝑛(𝑛2 − 1)

Where;

rs= Spearman Coefficient

d = the difference between the two groups.

N = numbers of factor (15).

4.5 Rank Agreement Factor and Percentage Agreement

The Rank Agreement factor is used to measure the agreement in ranking between two groups

in our case they are students and construction managers. For any two groups, let the rank of

the ith item in group 1 (Graduate Students) be𝑅𝑖1 and in group 2 (Construction Managers) be

𝑅𝑖2, N be the number of items, and 𝑗 = 𝑁 − 𝑖 + 1. Following equation is used to find the Rank

Agreement factor.

𝑅𝐴 = (∑ |𝑅𝑖1 − 𝑅𝑖2|𝑁

𝑖=1 )

𝑁

where,

𝑅𝑖1= ranking of group one

𝑅𝑖2= ranking of group two

N = Number of factors (=15)

The maximum rank agreement factor (RAFmax) is defined as

𝑅𝐴𝑚𝑎𝑥 = (∑ |𝑅𝑖1 − 𝑅𝑗2|𝑁

𝑖=1 )

𝑁


9

The percentage disagreement (PD) is defined as

𝑃𝐷 = 100 × (∑ |𝑅𝑖1 − 𝑅𝑖2|𝑁

𝑖=1 )

(∑ |𝑅𝑖1 − 𝑅𝑗2|𝑁𝑖=1 )

The percentage agreement (PA) is defined as PA = 100 – PD

5. Results and Discussion

5.1 Importance Index & Rank

Importance Index was calculated, and consequently traits were ranked as per this Index, with

the highest value being ranked 1st and lowest the 15th. Therefore whichever trait was ranked

first indicated that trait being most important and so on so forth. Moreover since we desire

to compare what student believe and Construction Manager require the traits that will create

a blend which will lead to successful Project Management; therefore we have calculated this

Importance Index and ranked them individually.

Below are the II and Ranks observed through research.

Students Construction Manager

Mean II Rank SD Mean II Rank SD

Academic Achievement 3.32 0.83 9 0.85 3.21 0.80 8 0.43

Accept Responsibility 3.60 0.90 4 0.87 3.50 0.88 5 0.76

Adaptable to changing working environment

3.40 0.85 7 0.71 3.29 0.82 7 0.83

Time management 3.76 0.94 1 0.44 3.79 0.95 3 0.43

Exercise professional judgments

3.28 0.82 11 0.68 2.71 0.68 13 0.47

Practical building knowledge

3.48 0.87 5 0.59 3.14 0.79 9 0.77

Interpersonal 3.12 0.78 14 0.73 3.14 0.79 9 0.86

Leadership capability 3.24 0.81 13 0.93 3.79 0.95 3 0.43

Oral communication 3.40 0.85 7 0.65 2.36 0.59 14 0.93

Problem solving 3.48 0.87 5 0.77 3.93 0.98 1 0.27


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Students Construction Manager

Mean II Rank SD Mean II Rank SD

Team work 3.64 0.91 3 0.57 3.93 0.98 1 0.27

Trust and Honesty 3.72 0.93 2 0.46 2.07 0.52 15 0.92

Update professional knowledge

3.32 0.83 9 0.75 3.43 0.86 6 0.51

Written communication 2.64 0.66 15 0.64 2.86 0.71 12 0.86

Delegation 3.28 0.82 11 0.74 3.00 0.75 11 0.55

Evidently students ranked time management the most important trait that can lay foundation

for successful project management, as far construction managers were concerned they were

resolved on the fact that Team Work and Problem Solving are the most important traits that

lays the foundation for successful project management.

However this fact came as a surprise that students ranked Trust and Honesty to be the second

most important trait for project management, however Construction Managers bitterly

disagreed and as per them it’s the least important trait. Similarly student believed that

Leadership capabilities will not yield successful project management and ranked it 13th in the

list, contrarily Construction managers considered leadership capabilities important and

consequently ranked it 3rd in the list.

5.2 Spearman Coefficient

In order to measure the extent of agreement that prevailed between students and

construction manager correlation analysis was done, consequently spearman coefficient was

calculated, Upon analysis, spearman coefficient (ρ) was calculated to be 0.27, (calculation

attached in Appendix B), fortunately the value turned positive indicating agreement, however

the extent of agreement was not promising, results stated that student credence and

contraction managers expectations were not intensely on the same page, lower value of 0.27

indicates there was a lower agreement among the two parties.


11

5.3 Rank Agreement Factor and Percentage Agreement

To further confirm the result another analysis was made, Rank Agreement Factor and

Percentage Agreement were calculated. Likewise results here endorsed earlier analysis, upon

calculation Percentage Agreement was calculated to be 29.6%, (Calculation attached in

Appendix B), which indicates weak agreement among students and construction manager.

Subsequently RA factor was calculated to be 3.8 with Maximum RA of 5.8.

6. Conclusion and Recommendation

The mere extent of agreement amid students and construction managers is alarming and

simultaneously unfortunate. Unfortunate in regard that student who ranked these skills was

as per their requisite knowledge, which clearly indicates it’s what markets demands. There

are exceptions where both parties show great deal of agreement, in few cases perfect

agreement, but generally this agreement is not substantial. Leading to one inevitable

outcome i.e. disparity among market demands and students understanding.

Alarming in way, that these student tomorrow will take on the field, and since they are not

equipped with correct sets of skills, they not only will initially despair but also during their

construction endeavors they might face backlash due to inadequate skills.

Therefore, this needs to be assured and urged, students who upon graduation when

encounter a real time construction endeavor should be equipped with such skills and

attributes that, construction managers desire or require.

In order to ensure the coherence among construction managers desires and graduates

caliber, steps must be taken. As its evident from 27% and 29% agreement among graduate

students and construction managers. Remedies to such impasse may include more interaction

among graduate students and professional, real time and substantial Internship with austere

assessment. This may include field trips, lectures and workshop. Also on pilot basis work could

be outsourced to students for their input in order for them to understand the real picture on

ground and mend their procedure accordingly.


12

Holistically more interaction will real people and real work, will only enable student to really

understand what the skills and attributes are demanded for successful project management,

once student and professional agree and are on the same page, the smooth transition for

student to field will enable better project management and also lead to betterment in the

process.


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REFERENCES

P.E.D Love, N.S Haynes, A.S. Sohal, A.P.C Chan & C.M. Tam (2002). Key Construction

Management Skills for Future Success. Monash University Faculty of Business and Economics.

Rizwan U. Farooqi, Syed M. Ahmed & Muhammad Saqib. Desirable Attributes and Skills for

Graduating Construction Management Students. International Proceedings of the 46th

Conference hosted by Wentworth Institute of Technology Boston, Massachusetts, April 7-10,

2010.

Skills and Attributes for successful Project Management Appendix A

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In this study we will identify key skills and personal traits exercised and required by local construction

managers and what graduate students think at their studies level which can pave the path for a successful

project completion

Name

Occupation, What describes you best?

o Student

o Construction Manager

o Other(s)

1. Academic Achievement

o Extremely Important o Moderately Important

o Slightly Important

o Not Significant

2. Accept Responsibility

o Extremely Important o Moderately Important


o Not Significant

3. Adaptable to changing working environment

o Extremely Important

o Moderately Important


o Not Significant

4. Time management




o Not Significant

Skills and Attributes for successful Project Management Appendix A

15

5. Exercise professional judgments




o Not Significant

6. Practical building knowledge




o Not Significant

7. Interpersonal




o Not Significant

8. Leadership capability




o Not Significant

9. Oral communication




o Not Significant

10. Problem solving




o Not Significant

11. Team work

o Extremely Important o Moderately Important o Slightly Important o Not Significant

12. Trust and Honesty




o Not Significant

13. Update professional knowledge




o Not Significant

14. Written communication




o Not Significant

15. Delegation




o Not Significant

Skills and Attributes for successful Project Management Appendix B

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Respondents Response Compilation

Academic

Achievement

Accept

Responsibility

Adaptable

Time

Management

Professional

Judgment

Practical

Knowledge

Interpersonal Leadership

Oral

Communication

Problem

Solving

Team

work

Trust

Honesty

Professional

Knowledge

Written

Communication

Delegation

Student

1

Extremely

Important

Extremely

Important

Moderately

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23

Extremely

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Moderately

Important

Slightly

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

24

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

25

Moderately

Important

Moderately

Important

Slightly

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Slightly

Important

Moderately

Important


18

Construction

Manager

1

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Moderately

Important

Moderately

Important

2

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Moderately

Important

Moderately

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Not Significant

Moderately

Important

3

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Slightly

Important

4

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Moderately

Important

Slightly

Important

5

Extremely

Important

Moderately

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Moderately

Important

Extremely

Important

Moderately

Important

6

Extremely

Important

Extremely

Important

Extremely

Important

Extremely

Important

Slightly

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Not Significant

Moderately

Important

Slightly

Important

Moderately

Important

7

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Slightly

Important

Moderately

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Moderately

Important

Moderately

Important

Moderately

Important

8

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Slightly

Important

Moderately

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Not Significant

Moderately

Important

Moderately

Important

Moderately

Important

9

Moderately

Important

Slightly

Important

Slightly

Important

Moderately

Important

Moderately

Important

Moderately

Important

Slightly

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Moderately

Important

Extremely

Important

10

Moderately

Important

Moderately

Important

Moderately

Important

Extremely

Important

Moderately

Important

Slightly

Important

Slightly

Important

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Important

Not Significant

Extremely

Important

Extremely

Important

Not Significant

Extremely

Important

Slightly

Important

Moderately

Important

11

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Moderately

Important

Extremely

Important

Extremely

Important

Slightly

Important

Moderately

Important

Extremely

Important

Moderately

Important

12

Moderately

Important

Extremely

Important

Extremely

Important

Extremely

Important

Slightly

Important

Moderately

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Moderately

Important

Moderately

Important

Moderately

Important

13

Moderately

Important

Slightly

Important

Slightly

Important

Moderately

Important

Moderately

Important

Moderately

Important

Slightly

Important

Extremely

Important

Slightly

Important

Extremely

Important

Extremely

Important

Slightly

Important

Extremely

Important

Moderately

Important

Extremely

Important


19

Occupation Academic

Achievement

Accept

Responsibility Adaptable

Time

Management

Exercise

Professional

Judgment

Student

Mean 3.3200 3.6000 3.4000 3.7600 3.2800

Std. Deviation .85245 .86603 .70711 .43589 .67823

Construction

Manager

Mean 3.2143 3.5000 3.2857 3.7857 2.7143

Std. Deviation .42582 .75955 .82542 .42582 .46881

Occupation

Building

Practical

Knowledge

Interpersonal Leadership Oral

Communication

Problem

Solving

Student

Mean 3.4800 3.1200 3.2400 3.4000 3.4800

Std. Deviation .58595 .72572 .92556 .64550 .77028

Construction

Manager

Mean 3.1429 3.1429 3.7857 2.3571 3.9286

Std. Deviation .77033 .86444 .42582 .92878 .26726

Occupation Team

work

Trust

Honesty

Update

Professional

Knowledge

Written

Communication Delegation

Student

Mean 3.6400 5.3200 3.3200 2.6400 3.2800

Std. Deviation .56862 7.86193 .74833 .63770 .73711

Construction

Manager

Mean 3.9286 2.0714 3.4286 2.8571 3.0000

Std. Deviation .26726 .91687 .51355 .86444 .55470


20

Spearman’s Coefficient Calculation

Rank 𝒅𝟐

Students Construction managers

Academic Achievement 9 8 1

Accept Responsibility 4 5 1

Adaptable to changing working environment 7 7 0

Time management 1 3 4

Exercise professional judgments 11 13 4

Practical building knowledge 5 9 16

Interpersonal 14 9 25

Leadership capability 13 3 100

Oral communication 7 14 49

Problem solving 5 1 16

Team work 3 1 4

Trust and Honesty 2 15 169

Update professional knowledge 9 6 9

Written communication 15 12 9

Delegation 11 11 0

∑ 𝒅 = 407

𝑟𝑠 = 1 −6 × 407

15(152 − 1)= 0.27


21

Rank Agreement Factor and Agreement Percentage Calculation

Maximum Absolute Difference

Rank

|𝑹𝒊𝟏 − 𝑹𝒊𝟐| 𝑹𝒋𝟐 |𝑹𝒊𝟏 − 𝑹𝒋𝟐| Students Construction

Managers

Time Management 1 3 2 12 11

Trust and Honesty 2 15 13 9 7

Team work 3 1 2 3 0

Accept Responsibility 4 5 1 13 9

Problem Solving 5 1 4 11 6

Practical Knowledge Building 5 9 4 6 1

Oral Communication 7 14 7 8 1

Adaptable to Changing Working Environment 7 7 0 7 0

Academic Achievement 9 8 1 14 5

Update Professional Knowledge 9 6 3 9 0

Delegation 11 11 0 1 10

Exercise Professional Judgment 11 13 2 5 6

Leadership 13 3 10 1 12

Interpersonal 14 9 5 15 1

Written Communication 15 12 3 3 12

∑|𝑹𝒊𝟏 − 𝑹𝒊𝟐|

𝑵

𝒊=𝟏

= 𝟓𝟕

∑|𝑹𝒊𝟏 − 𝑹𝒊𝟐|

𝑵

𝒊=𝟏

= 𝟖𝟏

𝑃𝐷 =57

81× 100 = 70.37

𝑃𝐴 = 100 − 70.37 = 29.6%

𝑅𝐴 =57

15= 3.8

𝑅𝐴𝑚𝑎𝑥 =81

15= 5.8

EM-504_Project Management Framework and Tools Term Paper “Skills and Attributes for successful...

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