Jn 6,66-71: El pequeño grupo de los Doce

The PMBOK® Guide (PMBOK, 2013) provides guidelines for managing individual projects. It defines project management-related concepts, describes the project management life cycle and its related processes, as well as the project life cycle. The PMBOK® Guide (2013) comprises the globally recognised standard and guide for the project management profession.

The PMBOK® Guide (PMBOK, 2013:60) provides ten knowledge areas, namely, Project Integration Management, Project Scope Management, Project Time Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management. Collectively, the knowledge areas contain 47 project-management processes grouped into five project-management process groups. The mapping of the processes to each of the knowledge areas is illustrated in Table 4.12 below.

Table 4.12: PMBOK knowledge areas and processes (PMBOK, 2013:61)

Knowledge

areas Initiating Planning Project Management Process Groups Executing Monitoring and

controlling Closing Integration Project charter Project management plan

Manage project Monitor and control project Change control

Close project

Scope

management Scope management Requirements Define scope WBS Validate and control scope Time

management Schedule Activities Resources Control schedule Cost management Cost management Estimate costs Budget Control costs Quality

management Quality management Quality assurance Control quality Human resource Human resource Acquire project team

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management management Develop project team

Manage project team

Communication

management Plan communication Execute communication Monitor and control communication Risk management Risk management Identify risks Risk analysis Risk responses Control risks Procurement management Procurement management Conduct procurements Control procurements Close procurements Stakeholder

management Identify stake- holders

Stakeholder

management Manage stakeholder engagement

Control stakeholder engagement

The PMBOK® Guide (PMBOK, 2013:17) contends that knowledge, performance and personal competencies support the effective performance of project management. Personal competencies required are listed as behaviour, attitudes, personality characteristics and leadership. The PMBOK® Guide (PMBOK, 2013:17) further argues an effective project manager requires a combination of ethical, interpersonal and conceptual skills. The interpersonal skills regarded as important to the success of the project manager are listed in Table 4.13 below.

Table 4.13: Project manager interpersonal skills (PMBOK, 2013:513)

Interpersonal skills important to the success of

the project manager Definition provided by PMBOK® Guide Leadership The project manager directs the efforts of the

project team towards a common goal and enabling them to work as a team.

Team building The project manager assists the team to work with each other, the leader, external stakeholders, as well as with the organisation. Teamwork results from good leadership and good team building.

Motivation The project manager creates an environment to

meet project objectives while providing

satisfaction in terms of what stakeholders value most.

Communication The project manager needs to be aware of the communication styles of other parties, cultural nuances and norms, relationships, personalities as well as context. The project managers should identify communication channels and understand what information they need to provide and receive.

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The project manager needs to identify which interpersonal skills will facilitate effective communication with stakeholders.

Influencing Project managers need to share power and use

their interpersonal skills to elicit the cooperation of the team.

Decision-making Project managers use styles such as command, consultation, consensus and coin flip (random) in the decision-making process.

Political and cultural awareness Successful project managers use politics and power as well as apply cultural awareness. Negotiation Project managers need to confer with parties in

order to compromise or reach agreement. Trust building Building trust in the project team is essential in

effective team leadership. Trust is characterised by cooperation, information sharing and effective problem resolution.

Conflict management Project managers need to adapt their personal conflict management style to the situation at hand.

Coaching. The project manager needs to applying coaching

in order to develop the project team to higher levels of competency and performance. This involves helping team members recognise their potential through empowerment and

development.

The above list of interpersonal skills as provided by The PMBOK® Guide (PMBOK, 2013) does not refer to the construct of EI or the ability of the project manager to, amongst others, be aware of emotions or to manage emotions. The 616-page document does, however, contain one reference to the term EI.

The importance of the above listed interpersonal skills is accentuated as part of the

development of the project team as one of the 47 project management processes. In the

summary of this process, interpersonal skills are defined as behavioural competencies such as communication skills, EI, conflict resolution, influence, team building and group facilitation. In the glossary, the term EI is defined as “the capability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people” (PMBOK, 2013:538).

187 4.6.6 Summary

The above examination of globally recognised standards and guidelines for the business analysis and project management professions showed limited reference to EI of the business analyst and project manager as essential elements to project success.

The BABOK® Guide (BABOK, 2009) does not refer to the construct of EI. EI is not mentioned as an underlying competency potentially influencing the effectiveness of business analysis or contributing to potential project success. A gap in the global industry standards and guidelines for business analysis therefore exists with regard to EI as part of the underlying competencies knowledge area.

Although EI is mentioned briefly as part of interpersonal skills of the project manager contributing to project success, it is not elaborated on. The list of interpersonal skills provided in Table 4.13 above regarded by the PMBOK® Guide (PMBOK, 2013) as important to the success of the project manager, does not refer to EI, thereby illustrating the gap in the global industry standards and guidelines for the project management profession.