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  • 1.
    Aramo-Immonen, Heli
    et al.
    Department of Industrial Management and Engineering, Tampere University of Technology, Pori, Finland.
    Bikfalvi, Andrea
    Department of Business Administration and Product Design, University of Girona, Girona, Spain.
    Mancebo, Núria
    Business School and Health and Safety Management, Polytechnic School, University of Girona, Girona,Spain.
    Vanharanta, Hannu
    Department of Industrial Management and Engineering, Tampere University of Technology, Pori, Finland.
    Project Managers' Competence Identification2011In: International Journal of Human Capital and Information Technology Professionals, ISSN 1947-3478, E-ISSN 1947-3486, Vol. 2, no 1, p. 33-47Article in journal (Refereed)
    Abstract [en]

    The objective of this article is to help align higher education of future project managers to the contemporary requirements of global project business. The perspective is project managers' competencies in knowledge intensive industry, such as in IT branch. In this paper, it is considered that a holistic view of competence self-evaluation helps to assess the current intentional change. The system introduced supports decision making by measuring and capturing the actual drivers designed specifically for the role of project manager. Generalizing the competence identification process appears to be more constructive than detailing about competence content itself. This study brings valuable and novel empirical data using a sample of students acting as project managers in Spain and a sample of experienced project managers from Finland. A number of possible future studies using the same experimental set up are apparent.

  • 2.
    Liikamaa, Kirsi
    et al.
    University of Turku, Pori, Finland.
    Vartiainen, Tero
    University of Oulu, Oulu, Finland.
    Pirhonen, Maritta
    University of Jyväskylä, Jyväskylä, Finland.
    Aramo-Immonen, Heli
    Tampere University of Technology, Pori, Finland.
    Replacing Project Managers in Information Technology Projects: Contradictions that Explain the Phenomenon2015In: International Journal of Human Capital and Information Technology Professionals, ISSN 1947-3478, E-ISSN 1947-3486, Vol. 6, no 3, p. 1-19Article in journal (Refereed)
    Abstract [en]

    According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.

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