Vietnam economy gains strength everyday. In Hanoi and Ho Chi Minh City, many infrastructures have been built since the country entered WTO. Dongnai Province is also aiming to be economically and socially developed in 2010. Thus this province focuses on the maintenance and development of the infrastructure sector in order to attract foreign investments. As a result, there have been many construction projects for building from 2000 up to this date. However, Dongnai province is now facing problem regarding slow progress and poor quality infrastructures. Therefore, the development of human resources to meet the above target is needed for consideration.
Mr. Truong Vinh Hiep made a case study which primary objective is to survey and to assess adequacy human resources in public infrastructure projects. His two minor objectives are (1) to estimate adequacy project management personnel; and (2) to assess the current competency of the project management individuals, teams, and organizational.
He found out that the project management personnel need one million dollar in order to forecast the number of total construction personnel at three organizations: owner, designer, and contractor in Dongnai province in 2007. In terms of the project management competency level, the individual contractor needs to be a good example, to get the support staff, project sponsor, technical personnel, functional manager, and project manager to manage the scope, time, quality, communication, and human resource. However, the capacity of the project manager is only fair within some areas for instance the cost, risk management, and motivation their staff. Hence, these fields they need improvement in order to meet the high requirement for the projects in the future.
Another conclusion regarding the project management competency is that the individual, team, and organization in the owners and contractors of the large-scale projects are higher than small-scale projects. However there is no significant difference in the individuals, teams, and organizations in the designers between large-scale projects and small-scale projects.
In assessing the project management competence among different projects such as building, road, and water supply system projects using the Kruskal-Wallis test, Mr. Hiep found out that there is a significant difference in project management competence among these projects. This means the capacity of the individual to do their jobs on the projects; cooperation of team members or commitment to complete the project requirement in the team as well as the organization’s support for their workers to execute jobs effectively among buildings, roads, and water supply system projects have seemed difference. While the capacity and ability of the individual to do their works or the cooperation of the team members as well as the organization’s support for their workers to execute jobs effectively between the designer and contractor does seem the same.
His abstract thesis is copied and posted
Abstract
The current competence assessment of the project management personnel in the construction field is necessary for Dongnai province to meet the demand of economy and sociality development to 2010 and 2015. Therefore, this study will provide the information regarding the project management personnel for infrastructure development in Dongnai province. The author observed and interviewed the project managers in the twenty construction projects within three organizations: the owner, designer, and contractor and get the following results:
In term of the project management competency between large-scale projects and small-scale projects, the Mann-Whitney test found that the individual work on the projects, the cooperation of these group members as well as the organization’s support for their worker in the large-scale projects seems to be higher than that of the small-scale projects. When we compare the project management competence among three project types: water supply system, road, and building projects from the Kruskal-Wallis test, there is a significant difference among these project types. But the post-hoc test doesn’t find significant difference in project management competence among these projects. However, when we compare the project management competency among different organizations: the owner, the designer, and the contractor from the Kruskal-Wallis test, there is a significant difference among these organizations and the post-hoc test also finds that the project management competence of the owner is higher than designer. But there isn’t any significant difference in the project management competence between the designer and the contractor.
For this study, the author assessed the current competence of the human resources in the construction field in Dongnai province. And it also provides the data for further research in the future to find the negative cause to affect the project management competence and to setting up the plans to improve these areas which the project management competence level is low as well as find the processes to manage the projects more effective.
Keywords: project management, competence, infrastructure, assessment, organization, personnel.
2 comments:
Nice!
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Project Management
The first, and most important, step in any project is defining the scope of the project. What is it you are supposed to accomplish by managing this project? What is the project objective? Equally important is defining what is not included in the scope of your project. If you don't get enough definition from your boss, clarify the scope yourself and send it back upstairs for confirmation.
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