Project Manager's Skills for improving the performance of complex projects in Kuwait

Construction Industry: A Review Faisal Alshammari1 , Khairulzan Yahya1 , and Zaiton Binti
Haron1 1 Department of Structure and Materials, School of Civil Engineering, Faculty of
Engineering, 81310 UTM Johor Bahru, Johor, Malaysia. Corresponding author:
Faisal.albedawi@gmail.com

Abstract.

The role of project manager is one of the crucial factors in achieving project success. Project
managers handling large and complex construction projects have to deal with several factors to
ensure coordination in achieving project delivery based on time, cost, and quality. However,
recently, several large and complex projects in Kuwait s are facing several delays and overrun.
According to previous research, the main factors were communication, teamwork & team
building, planning & coordination, problem solving, and interpersonal skills. The aim of this
paper is to provide a review of the project manager's skills framework (PMSF) that are required
in improving complex construction projects in Kuwait. Extensive literature reviews on the
project managers' skills in the management of the project were identified. It was found that skills
such as teamwork, effective communication with staff and contractors, and effective resource
management, effective planning and training, risk management are some of the important
factors. The findings of this research contribute to existing literature on developing a project
manager skills framework (PMSF) that can be used by academic, professional, business
practitioners, and policy makers in identifying the issues facing construction projects and
providing successful outcomes. Project managers involved in complex projects need to have
strong skills to handle their team and every project participant. The project manager has the
highest importance and critical to the success of the project. The literature review has indicated
several skills that are important for project managers. The type of project determines the type and
extend of skills that is required in successful project outcomes.
 1. Introduction

Complex projects face many challenges during implementing its activities. The critical key for
ensuring the success of complex projects is having a skilled project manager [1]. Some
construction projects are technically complex, such as when using a new technology that are not
understandable by the project members [2]. In addition, this type could be specified when there
is no qualified manager that could manage the new technology involvement, although it is
recognized in the organization [1]. Project complexity could be produced through two main
features; which are uncertainty and structural complexity. The uncertainty could be produced
through the uncertainty in utilized construction methods or either in the required goals [3]. In
addition, the complex projects can be classified from another perspective. Amable et al. [4]
Identified it as complex projects that will demand managers with special technical and
managerial skills that could make them able to show a high-quality performance level. Shane et
al. [5] Demonstrated that in complex project each organization could face the challenge of
continuous changes to cope with the newly technology innovations that could enhance the
organization performance [5]. Complex project will require a highly committed and hard
worker, manager with strong planning abilities that could enable such managers to adapt to the
nature of complex projects [1]. Meanwhile, Kuwait is one of the Gulf countries which is
witnessing a great development in the field of construction industries. In view of the great
importance of the construction industry in this country, it is necessary to ensure that construction
projects are being completed on time and within the required cost. The construction projects in
Kuwait face a delay in delivery and thus exceed the planned budget (timeskuwait.com, 2019).
The Kuwait Accounting Office has revealed that there was a delayed in construction projects
with hundreds of millions due to errors in management, planning and design. In addition, the
actual implementation rate of construction projects reached 67.6%, with a decreased by 32.4%,
which necessarily contributed to the delay in completing the construction projects. Previous
research by Al-Almutairi [7] related delay of project with project managers' skills. There is so far
very little knowledge regarding Kuwaiti project managers' skills and abilities in managing
complex construction projects. The researcher also noticed that there are only a few studies
conducted in Arab countries and especially in the gulf region, and with regard to the differences
between countries' cultures, the availability of skilled and talented managers in each country; all
of this make it difficult to generalize these study findings in other countries. The only vast
majority of prior relevant researches, regarding the project managers' skills, were often
conducted in Europe and American construction industry. Therefore, this study investigates the
challenges faced by complex projects in Kuwait construction industry and determine the
potential skills that must be owned by project managers to manage complex projects
successfully. 2

2. Construction Project Complexity

The complexity of construction projects is constantly increasing due to the newly technological
and operational initiatives. Construction projects that are recognized as technically complex
could be recognized in several forms, such as when using a new technology that are not
understandable by the project members [2]. In addition, this type could be specified when there
is no qualified manager that could manage the new technology involvement, although it is
recognized in the organization [1]. The project complexity could be produced through two main
features; which are uncertainty and structural complexity. The uncertainty could be produced
through the uncertainty in utilized construction methods or either in the required goals [3]

Complex projects from another perspective, where he clarified that these projects could be
identified as the projects that will demand managers with special technical and managerial skills
that could make them able to show a high-quality performance level [4]. It is also argued that
each organization could face the challenge of continuous changes to cope with the newly
technology innovations that could enhance the organization performance [2]. This will require a
highly committed and hard worker, manager with strong planning abilities that could enable such
managers to adapt to the nature of complex projects [1]

The literature points out that there are various factors that contribute to the success of complex
projects. However, one of the common and most important factors is the role of PM. Complex
projects require highly skilled and knowledgeable individuals to head the project. There should
be a strong link between skills of the PM and the elements of the projects to ensure successful
outcomes.
2.1. Challenges faced by Complex Projects

Kuwaiti construction projects are facing several problems and issues that cause projects' delays,
cost overruns, and poor quality. Several researchers had investigated the reasons and the reasons
and causes of delays showing up the most common causes and the most influential ones that lead
to financial loss and project workflow crashes. Al-Tabatabi [8] conducted a survey in which he
ranked the causes of delay in governmental construction projects utilizing 53 delay
questionnaires. According to a relative importance index, the top ranked ones, are slow decision-
making process, payment and financial procedure, lack of planning and utilization of CPM, lack
of design coordination and poor subcontractor scheduling.

Koushki, AL-Rashid and Kartam [9] reported the three main causes of delays in construction
projects, which causes cost overruns and complexity of the projects were: owners’ financial
problems and his lack of experience in the construction business as well as the changing orders.
In accordance to cost overruns, the three key causes were recognized as material-related issues,
owners’ financial issues and contractor-related problems. They recommended several measures
in order to mitigate the delay and complexity of construction residential projects would including
the allocation of adequate money and time at the design phase, availability of satisfactory funds,
and choosing of a reliable contractor and competent consultant to execute the project.

Moreover, Al Zubadi and Al Otaibi [10] identified five critical factors to delays and overrun by
Kuwait's building and infrastructure projects are: Delay in in approval and preparation in varying
orders as well as the delays in government permits and approval , additional work requested by
client beyond the original scope and outline , variations and alterations on engineering conditions
in the contract document and the decrement in the productivity of labour due to the climatic
conditions. A different study by Soliman [11] survey the delay causes in the Kuwaiti
construction industry utilizing of 30 questionnaires. It was noticed that the most important delay
factors were the conflicts occurred between the consultant and contractor, owner financial
problems, delaying from owner in payments of contractor and contractor financial problems.

Additionally, Al Marri, Ibrahem and Nassar [12] found Kuwaiti highway and infrastructure
projects utilizing a thirty questionnaire divided into five sections according to project time
stages. They obtained that the most important causes of delay in infrastructure projects in Kuwait
were at all stages of the project and not only in the construction stage. They concluded also that
most important causes were: multiplicity of agencies in order to gain approvals, coordination
problems between the different ministries that are responsible for the project's implementation,
delay in receiving the project contractor document by the consultant and the increased cost of
materials and projects.

Al-Almutairi [7] added that the delay in construction projects represents one of the most
important factors that is significantly affected Kuwaiti construction projects in a negative way
and required a solution and a well managed from their project managers. He also stated that time
and cost overruns in Kuwait have largely been because of issues of attempting to utilize
technically advanced solutions in construction while there is a huge lack of Kuwaiti project
managers' skills and experiences. He also demonstrates that the lack of qualified Kuwaiti project
managers that are unable to manage simple projects, not just complex projects, and the non-
existent of specific Kuwaiti Project Manager's Skills Framework (PMSF), explains why the
Kuwaiti construction industry is always faced with financial, delaying and insoluble conflict
problems between its parties. This can be both time consuming and costly, which may develop
into great risks that affect the achievement and management of different Kuwaiti construction
projects. Khalid [13] also supported that delays can be reduced or prevented by an increased pre-
project planning and through successful project management as they are one of the most critical
success factors of the construction project accomplishment.

3. Project Manager

Various authors have emphasized that the complex, demanding, and the dynamic requirements of
the complex projects call for project managers with high capabilities who can manage the
construction process from the early stage to the final stage of the construction project
successfully [3, 4, 14]. Remington and Crawford [15] and Mouchi et al. [1] Pointed out that
complex projects require a project manager who holds critical specifications that differ from the
specifications of the project manager of simple projects. The complexity of complex projects
requires the manager to be able to develop new initiatives and new ideas that are not consumed
in order to ensure the success of the project. On the other hand, Pollack and Remington [14]
stressed that the successful complex project manager must be able to transform the complex
areas of the project into easy elements that are easily understood and realized by employees. This
means that the project managers must have the necessary management skills that will help them
succeed in the project

Leung et al. [16] stated that there is a set of characteristics and attributes that should be owned by
the project manager to ensure the success of the project, where earning these qualities and
characteristics is being through exposing to a wide range of complex projects. One of the main
skills that each project manager must have is the ability to deal with various kinds of individuals
in good way in different situations throughout the whole life cycle of projects. As the main
responsibility of the project outcomes comes to the project managers; they must have the
required skills that could enable them to influence the work members in an effective way to
cover the project objectives [1]

The discussion here indicates that there is a difference between PM that handle complex project
and simple projects. The characteristics and attributes of PMs in complex projects relate to the
outcome of complex projects. This indicates the need to study the PM skills and project elements
to identify and design a framework.

3.1 Project Manager Skills

Patanakul and Milosevic [17] added that each project manager must create strong relations with
the team members to meet the project objectives, in addition to increasing organization profits
with keeping in mind customers' expectations. Fisher [18] clarified that there are six main skills
must be owned by each project manager to make them succeed in their managerial practices. One
of those skills is the manager cooperation, sincerity and his /her ability to understand various
behavioural characteristics of the team members. Adding effective leadership style is another
skill that must be owned by project managers. The third proficiency is managers' ability to
influence and motivate work team toward covering the organization objectives. This reflects the
ability of the project manager to respect each work member and accept individuals on their
situation and without any attempt to change them by force. Managers must also have the ability
to recognize the conflict sources, influences and should own the managerial skills to solve
conflicts. The final ability that must be owned by the project manager is the awareness toward
the cultural differences of the work members.
Furthermore, Paglis and Green [19] clarified that self-confidence is another factor that could
influence the ability of project managers to succeed. Self-confidence could provide managers
with the ability to take the right decisions in the correct time. Self-confidence could also enable
managers to perform complex responsibilities and solve expected problems smoothly [1].
Additionally, project managers feeling toward their performance has an enormous effect on the
project success, and this managerial skill plays a vital role in succeeding construction projects
[20].

3.2 Project Manager Elements

Shane et al. [2] Clarified different elements for project complexity, those elements were
classified in different categories and each category comprised of several elements related to it.
Some of those elements are: cost elements (material cost, cost analysis and estimation, payment
restrictions) , schedule elements (unclear sequence of the construction process, resource
availability, uncertainty in process and materials used in structure, risk analysis), technical
elements (design methods and specifications, scope of the project, delays, technology usage and
details required to complete the project clearly), political issues and legislative process, size and
location of the project.

Mouchi et al. [1] have also investigated a number of complexity elements from the viewpoints of
five senior managers of complex projects in five different organizations including: unclear
project scope, type of project participants, technical problems of the projects, complex
requirement of customer, uncertainty in scope and aspects of projects, uncommon feature and
unfamiliar construction elements, political issues around clients, unusual structure design,
incomplete and unknown elements in design, size and location of the project, lack of details, high
level of risks and resources unavailability.

Dao et al. [21] mentioned that construction project complexity refers to the interactivity between
project elements and the number of project complex elements that make it difficult to be
managed and achieved. So, he represented thirty-seven different attributes and elements that
were truly representative of construction project complexity. Some of those mentioned elements
are: stakeholder management (complexity of customer requirements, inspection and approvals
from regulatory agencies and entities, etc.), Governance (number of project's partners, number of
times a change order on project has occurred, etc.), Fiscal planning (difficulties in paying to
labours, number of funding phases, etc.), Quality (quality of materials utilized in project), Legal
(number of permits to be required, difficulty in obtaining design approvals, etc.) , Design and
Technology (difficulty and integrity in structural design, unfamiliar and uncommon construction
elements, Uncertainty in the utilized construction methods, lack of details in design, company
unfamiliar with technologies involved in construction phase), Location and size of projects
(execution hard site, include many risks, huge size of the project), Scope (undefined and
uncertain project scope), Project Resources (quality of labors, quality of materials, sequence of
the projects due to the availability of sources).

3.3 Project manager potential skills for managing complex construction projects

Several researchers have proposed the project manager to the most successful skills that must be
possessed in order to achieve and manage their projects successfully. Other than that, Project
Management Body of Knowledge (PMBOK) guide was also available, issued by the Project
Management Institute in order to be an assistant and guidance for project managers in their
complicated management journey. This manual is certified for application within the United
States and is also certified by the American National Standards Institute (ANSI), which is highly
valued and significant in the project management's world. This also explains why many
institutions and individuals interested in project management and contracting sector are
interested in the PMP Certificate and in having a project managers with a PMP certificate, in
which he is following the management strategies of this Guide and characterized by its
professional managerial skills , in order to maximize the chances of success of the projects, and
also to ensure the appropriateness and successfulness of mangers in managing complex projects
in which large investments have been pumped annually to plan and implement them [2].

This PMBOK Guide defines three characteristics of an effective project manager which are
personal, performance and knowledge. Performance indicates what the project manager can
actually accomplish and achieve. Is the project moving forward? Moreover, Knowledge
specifically refers to the project managers' possessed knowledge about project management.
Such as, can the project manager develop a project management plan and write a project
schedule? However, Personal refers to the project manager’s personality, leadership and attitude.
It can be presented as: is the project manager relating effectively to all the stakeholders with
whom they must interact [22].

Furthermore, PMBOK Guide describes eight interpersonal and managerial skills that must be
possessed by project managers in order to manage projects successfully and effectively. Such
skills are Leadership, Motivation, Communication, Team building, Influencing, Political and
cultural awareness, Decision making and Negotiation [23]. It would be interested to note that a
significant number of these mentioned skills are straightforwardly related to the capacity of
manager to impact others to do what is important for the project to convey an item,
administration, or result on time, on target and on budget. The capacity to impact and influence
on others is particularly imperative for project managers frequently don't have formal authority
over the general, individuals with whom they are working [23]. Also, PMBOK Guide the most
important skills for project manager which qualified him/her to manage complex construction
project efficiently are Self-Awareness, Leadership, Self-Confidence, Quick Thinking, Flexibility,
Integrity and Honesty, Intelligence, Imaginative and Creativity, Persistence and Decision
making.

Additionally, several researches had proposed the most common skills that must be owned by
project managers (project managers' skills, PMS) in order to manage complex projects
successfully is shown in Table 1. It can be seen that the skills are in line with the PMBOK Guide
the most important skills.

Table 1. Summarized required complex construction project managers' skills obtained from literatures

Communication

1 Owning high communication skills 1, 17, 20, 23, 29, 30, 31

2. Good communication skills with different stakeholders. 1, 17, 20, 23, 29, 30, 31

3 The ability to negotiate 1, 17, 20, 23, 29, 30, 31

4 The ability to give constructive feedback 1, 17, 20, 23, 29, 30, 31

Teamwork & Team building

5. The ability to create strong relations with the team members 1, 17, 20, 23, 24, 29, 30, 31
6. The ability to understand various behavioral characteristics of the team members 1, 17, 20, 23, 24, 29, 30, 31

7. The ability to influence and motive teamwork 18, 23, 24, 30

8. Supporting the team 18, 23, 24, 30

Planning & Coordination

9. be able to develop new initiatives and new ideas 1, 17, 18, 20, 31

10. The ability to keep up with changes 1, 24

11. The ability to plan effectively 1, 24

12. The ability to strategically planning 1, 24

Problem Solving

13. be able to transform the complex areas of the project into easy elements 18, 24

14. The ability to recognize the conflict sources 18, 24

15. The ability to solve conflicts 18, 24

16. The ability to deal with risk easily 1, 24

Interpersonal Skills

17. The ability to deal with various cultures in good way and in different situations 18, 24

18. Owning self-confidence 1, 17, 20, 32

19. The ability to focus 1, 24

20. Owning a clear project vision 1, 32

21. The ability to organize the work 1, 24

22. Keeping Flexible 1, 17, 20

23. Owning high technical skills 1, 24, 31

There are altogether 23 skills that project managers must have to successfully manage complex
projects have been mentioned in several studies, some of them has been mentioned in specific
studies and not mentioned in other studies. This is due to the fact that most of those studies have
investigated the skills needed by the project manager for successfully managing construction
projects in general regardless of their types and complexity, so they weren't directed specifically
for complex construction projects which is the major target of this study. However, it was
noticeable that the studies of [24] and [1] were the closest studies to this study because they
mentioned and examined the majority of skills matching the skills chosen in our study as long as
these two studies were specifically designed to investigate the skills required by managers for
complex projects only and not for all projects generally as the situation was for the other studies.
In general, these 23 skills come under the categories of teamwork, effective communication with
staff and contractors, and effective resource management, effective planning and training, risk
3.3.1 Communication. Communication can be through various forms such as oral/verbal,
written, and comprehensive communication skills. Oral communication skills are the ability to
communicate efficiently with other orally, and the ability to make effective presentations.
Written communication skills mean the ability to communicate efficiently by writing documents,
letters and reports. Comprehension skills are the ability to understand both the stated and implied
meanings of others [25].Management are some of the important factors.

3.3.2 Teamwork & Team building. Teamwork and team building skills are important skills for
a project leader. These skills include team structure, design skills, identifying the ability of
different project team members, delegation skills and integration skills [26].

3.3.3 Planning & Coordination. Planning and coordination include being able to build
harmonious relationships in order to achieve project goals and dealing with conflicts from both
inside and outside [27]. The project leader must know how to plan, control and coordinate the
various stages and move it in an objective-oriented direction.
3.3.4 Problem Solving. Problem solving skills includes problem-finding, analysing and solving
skills, which are the ability to discover problems in a timely manner, problem-analysing skills,
judging and decision-making skills, as well as problem solving and controlling skills [25].

3.3.5 Interpersonal Skills. Interpersonal skills include being able to deal with people of
different backgrounds, which means the skill of developing relationships with different kinds of
people when needed [27]. Interpersonal skills also involve persuading motivating and inventive
skills. Persuading skills refer to persuading and influencing others to support you in realizing the
objectives of the project [28]. Motivating and inventive skills refer to carrying out special
strategies to motivate team members to work hard by identifying their feelings, needs and
expectations [27, 28].

4. Kuwait

It is noticed that the Gulf Cooperation Council (GCC) is witnessing a remarkable development in
the construction industry due to many reasons which include the existing economic conditions,
the increased population growth and prosperity of various sectors. Kuwait is one of the Gulf
countries which is witnessing a great development in the field of construction industries. The
facts have pointed out to the significance, importance of the construction industry at Kuwait.
Further, decreasing the oil prices in Kuwait will contribute in continuing the expanding of
Kuwait’s projects market and thus will affect the government finances. According to MEED
Projects, Kuwait has awarded KD 1.5 billion ($4.8 billion) worth of contracts in first quarter of
2016, where this has an effect on the total size of the local projects market (private and public,
active and planned) to reach KD 76.6 billion, i.e. an increase of 2.8% year to-date

The previous figures emphasized on the importance of improving the performance of complex
projects in Kuwait regarding the significant contributions of this sector in the Kuwaiti economy.
In addition, the previous studies indicated that complex projects will demand managers with high
managerial abilities and skills that could enable them to manage such projects successfully,
including; strong communication, management and personal skills and intensive managerial
knowledge. As a result of the importance of this aspect and the seriousness of its impact on the
performance of complex construction projects in Kuwait; this study aims to develop a framework
that could be utilized to enhance the complex project overall performance, especially in Kuwait,
through improving project managers skills and abilities.

5. Conclusion

This study describes that the challenges faced by complex projects in Kuwait construction
industry. The biggest challenge faced by the complex project is the of delay and overrun that
lead to financial loss and project workflow crashes. To overcome it, a technical solution and a
well managed from their project managers are required. The latter requires the project manager
to have skills as suggested by PMBOK Guide and several previous literature reviews. The
potential skills for project manager such as shown in Table 1 consist of 24 elements. It was found
that skills such as teamwork, effective communication with staff and contractors, and effective
resource management, effective planning and training, and risk management are some of the
important factors. The findings of this research will contribute to existing literature on
developing a project manager skills framework (PMSF) that can be used by academic,
professional, business practitioners, and policy makers in identifying the issues facing
construction projects and providing successful outcomes.

Project Manager's Skills for improving the performance of complex projects in Kuwait
Construction Industry: A Review Faisal Alshammari1 , Khairulzan Yahya1 , and Zaiton Binti
Haron1 1 Department of Structure and Materials, School of Civil Engineering, Faculty of
Engineering, 81310 UTM Johor Bahru, Johor, Malaysia. Corresponding author

በኩዌት ኮንስትራክሽን ኢንዱስትሪ ውስጥ የተወሳሰቡ ፕሮጀክቶችን አፈፃፀም ለማሻሻል የፕሮጀክት ሥራ አስኪያጅ

ሙያዎች-ክለሳ ፋሲል አልሻማሪ 1 ፣ ካይሩልዛን ያህ 1 እና ዘይቶን ቢንቲ ሃሮን 1 የመዋቅር እና ቁሳቁሶች መምሪያ ፣

የሲቪል ኢንጂነሪንግ ትምህርት ቤት ፣ የምህንድስና ፋኩልቲ ፣ 81310 UTM Johor Bahru, Johor,

Abstract.

The role of project manager is one of the crucial factors in achieving project success. Project
managers handling large and complex construction projects have to deal with several factors to
ensure coordination in achieving project delivery based on time, cost, and quality. Project
managers need to ensure cooridination of project delivery based on timely, cost and quality in
order to manage large and challengeing projects. However, recently, several large and complex
projects in Kuwait s are facing several delays and overrun. According to previous research, the
main factors were communication, teamwork & team building, planning & coordination,
problem solving, and interpersonal skills. The aim of this paper is to provide a review of the
project manager's skills framework (PMSF) that are required in improving complex construction
projects in Kuwait. Extensive literature reviews on the project managers' skills in the
management of the project were identified. It was found that skills such as teamwork, effective
communication with staff and contractors, and effective resource management, effective
planning and training, risk management are some of the important factors. The findings of this
research contribute to existing literature on developing a project manager skills framework
(PMSF) that can be used by academic, professional, business practitioners, and policy makers in
identifying the issues facing construction projects and providing successful outcomes. Project
managers involved in complex projects need to have strong skills to handle their team and every
project participant. The project manager has the highest importance and critical to the success of
the project. The literature review has indicated several skills that are important for project
managers. The type of project determines the type and extend of skills that is required in
successful project outcomes.

ረቂቅ

የፕሮጀክት ሥራ አስኪያጅ የፕሮጀክት ስኬታማነትን ለማሳካት ወሳኝ ከሆኑ ጉዳዮች አንዱ ነው ፡፡ ትላልቅ እና

ውስብስብ የግንባታ ፕሮጀክቶችን የሚያስተዳድሩ የፕሮጀክት ሥራ አስኪያጆች የፕሮጀክት አቅርቦትን

በወቅቱ ፣ በወጪ እና በጥራት ላይ በመመርኮዝ ቅንጅትን ለማረጋገጥ በርካታ ነገሮችን መቋቋም አለባቸው ፡፡

ሆኖም ፣ በቅርቡ በኩዌት s ውስጥ በርካታ ትልልቅ እና ውስብስብ ፕሮጀክቶች በርካታ መዘግየቶች

እየገጠሟቸው እና ከመጠን በላይ ተሸፍነዋል ፡፡ በቀደመው ጥናት መሠረት ዋና ዋናዎቹ የግንኙነት ፣ የቡድን

ስራ እና የቡድን ግንባታ ፣ እቅድ ማውጣት እና ማስተባበር ፣ ችግር መፍታት እና የእርስ በእርስ ክህሎቶች ነበሩ

፡፡ የዚህ ጽሑፍ ዓላማ በኩዌት ውስጥ ውስብስብ የግንባታ ፕሮጀክቶችን ለማሻሻል የሚፈለጉትን የፕሮጀክት

ሥራ አስኪያጅ የክህሎት ማዕቀፍ (PMSF) ግምገማ ማቅረብ ነው ፡፡ በፕሮጀክቱ ሥራ አመራር ውስጥ

በፕሮጀክት ሥራ አስኪያጆች ችሎታ ላይ ሰፊ ሥነ-ጽሑፍ ግምገማዎች ተለይተዋል ፡፡ እንደ የቡድን ስራ ፣

ከሰራተኞች እና ከኮንትራክተሮች ጋር ውጤታማ ግንኙነት እና ውጤታማ የሃብት አያያዝ ፣ ውጤታማ እቅድ

እና ስልጠና ፣ የአደጋ ተጋላጭነት አያያዝ ዋና ዋና ጉዳዮች መሆናቸው ታውቋል ፡፡ የዚህ ምርምር ግኝት

በአካዳሚክ ፣ በባለሙያ ፣ በንግድ ሥራ ባለሙያዎች እና በፖሊሲ አውጭዎች የግንባታ ፕሮጀክቶችን

የሚያጋጥሙ ጉዳዮችን ለመለየት እና የተሳካ ውጤቶችን ለመስጠት የሚያስችል የፕሮጀክት ሥራ አስኪያጅ

ችሎታ ማዕቀፍ (PMSF) ለማዘጋጀት አሁን ላለው ሥነ ጽሑፍ አስተዋጽኦ ያበረክታል ፡፡ ውስብስብ በሆኑ

ፕሮጀክቶች ውስጥ የተሳተፉ የፕሮጀክት ሥራ አስኪያጆች ቡድናቸውን እና እያንዳንዱን የፕሮጀክት ተሳታፊ

ለማስተናገድ ጠንካራ ችሎታ ሊኖራቸው ይገባል ፡፡ የፕሮጀክቱ ሥራ አስኪያጅ ለፕሮጀክቱ ስኬት ከፍተኛ

ጠቀሜታ ያለው እና ወሳኝ ነው ፡፡ የስነ-ጽሑፍ ግምገማው ለፕሮጀክት ሥራ አስኪያጆች አስፈላጊ የሆኑ

በርካታ ክህሎቶችን አመልክቷል ፡፡ በተሳካ የፕሮጀክት ውጤቶች ውስጥ የሚፈለጉትን የችሎታ ዓይነቶች እና

ማራዘሚያ የፕሮጀክቱ ዓይነት ይወስናል ፡፡

Introduction

Complex projects face many challenges during implementing its activities. The critical key for
ensuring the success of complex projects is having a skilled project manager [1]. Some
construction projects are technically complex, such as when using a new technology that are not
understandable by the project members [2]. In addition, this type could be specified when there
is no qualified manager that could manage the new technology involvement, although it is
recognized in the organization [1]. Project complexity could be produced through two main
features; which are uncertainty and structural complexity. The uncertainty could be produced
through the uncertainty in utilized construction methods or either in the required goals [3]. In
addition, the complex projects can be classified from another perspective. Amable et al. [4]
Identified it as complex projects that will demand managers with special technical and
managerial skills that could make them able to show a high-quality performance level. Shane et
al. [5] Demonstrated that in complex project each organization could face the challenge of
continuous changes to cope with the newly technology innovations that could enhance the
organization performance [5]. Complex project will require a highly committed and hard
worker, manager with strong planning abilities that could enable such managers to adapt to the
nature of complex projects [1]. Meanwhile, Kuwait is one of the Gulf countries which is
witnessing a great development in the field of construction industries. In view of the great
importance of the construction industry in this country, it is necessary to ensure that construction
projects are being completed on time and within the required cost. The construction projects in
Kuwait face a delay in delivery and thus exceed the planned budget (timeskuwait.com, 2019).
The Kuwait Accounting Office has revealed that there was a delayed in construction projects
with hundreds of millions due to errors in management, planning and design. In addition, the
actual implementation rate of construction projects reached 67.6%, with a decreased by 32.4%,
which necessarily contributed to the delay in completing the construction projects. Previous
research by Al-Almutairi [7] related delay of project with project managers' skills. There is so far
very little knowledge regarding Kuwaiti project managers' skills and abilities in managing
complex construction projects. The researcher also noticed that there are only a few studies
conducted in Arab countries and especially in the gulf region, and with regard to the differences
between countries' cultures, the availability of skilled and talented managers in each country; all
of this make it difficult to generalize these study findings in other countries. The only vast
majority of prior relevant researches, regarding the project managers' skills, were often
conducted in Europe and American construction industry. Therefore, this study investigates the
challenges faced by complex projects in Kuwait construction industry and determine the
potential skills that must be owned by project managers to manage complex projects
successfully. 2

1 መግቢያ

ውስብስብ ፕሮጄክቶች ተግባሮቹን በሚተገብሩበት ጊዜ ብዙ ችግሮች ያጋጥሟቸዋል ፡፡ ይህን ለመፍታት ቁልፍ ችሎታ

ያለው የፕሮጀክት ሥራ አስኪያጅ ማግኘት ነው [1] ፡፡ ችግሩ የሚፈጠረው ቴክኖሎጁው ለአባላቱ አዲስ ሲሆ እና ስራ

አስኪያጁ የቴክኖሎጅ ክፈተቱን ለመፍታት ጥረት የማያደርግ ሲሆን ነው፡፡ እነዚህ ችግሮች የሚመነጩት ተግባሩን

አውቆ ካለመፈጠምና የመዋቅራዊ ክፍተት መፈጠር ናቸው፡፡ በተጨማሪም ውስብስብ ፕሮጀክቶቹ ከሌላ እይታ

ሊመደቡ ይችላሉ ፡፡ Amable et al. [4] ከፍተኛ ጥራት ያለው የአፈፃፀም ደረጃን ለማሳየት የሚያስችላቸው የተለየ

ሙያና ክህሎት ለውስብስብ ፕሮጀክቶች ያስፈልጋል ፡፡ Ne ን እና ሌሎች. [5] በተወሳሰበ ፕሮጀክት እያንዳንዱ ድርጅት

የድርጅቱን አፈፃፀም ሊያሳድጉ የሚችሉ አዲስ ቴክኖሎጅ ለማላመድ ፈተና ይሆንባቸዋል [5]። በዚህ ጊዜ ጠንካራ

የእቅድ ችሎታ ያላቸው ሥራ አስኪያጅ ከፍተኛ ቁርጠኛ እና ታታሪ ሠራተኛ ይፈልጋል [1]። ይህ በእንዲህ እንዳለ

በኩዌት በግንባታ ኢንዱስትሪዎች መስክ ትልቅ እድገት ከሚመዘገብ የባህር ወሽመጥ አገራት አንዷ ነች ፡፡ እዚህ ሀገር
ውስጥ የኮንስትራክሽን ኢንዱስትሪ ካለው ትልቅ ጠቀሜታ አንፃር የግንባታ ፕሮጀክቶች በተያዘላቸው ጊዜና

በሚፈለገው ወጭ እየተጠናቀቁ መሆኑን ማረጋገጥ ያስፈልጋል ፡፡ በዚች ሃገር የአካዊንቲግ ቢሮ እንደሚገልፀው

በአስተዳደራዊ እና ጥራት በሌለው ዕቅድና ዲዛይን የገንዘብ፣የጊዜ እና የጥራት አለመጣጣም

ይሰተዋላል(timeskuwait.com, 2019) ፡፡ለአብነትም ትክክለኛው የግንባታ ፕሮጀክቶች አፈፃፀም መጠን 67.6%

ደርሷል ፣ በ 32.4% ቀንሷል ፡፡ ከዚህ በፊት በአል-አልሙታሪሪ የተደረገው ጥናት [7] እንደገለፀው ውስብስብ የግንባታ

ፕሮጀክቶችን ለማስተዳደር የኩዌት የፕሮጀክት ሥራ አስኪያጆችን ክህሎቶች እና ችሎታዎች በተመለከተ እስካሁን

ድረስ በጣም ትንሽ እውቀት መኖር በተለያዩ ጥናቶች መኖሩን የባህል መወራረስ እንዳለ ገልፃል፡፡ስለሆነም ይህ ጥናት

በኩዌት የኮንስትራክሽን ኢንዱስትሪ ውስጥ ውስብስብ ፕሮጄክቶች ያጋጠሟቸውን ተግዳሮቶች በመመርመር

ውስብስብ ፕሮጀክቶችን በተሳካ ሁኔታ ለማስተዳደር በፕሮጀክት ሥራ አስኪያጆች ባለቤት መሆን ያለባቸውን

ክህሎቶች ይወስናል ፡፡

Construction Project Complexity

The complexity of construction projects is constantly increasing due to the newly technological
and operational initiatives. Construction projects that are recognized as technically complex
could be recognized in several forms, such as when using a new technology that are not
understandable by the project members [2]. In addition, this type could be specified when there
is no qualified manager that could manage the new technology involvement, although it is
recognized in the organization [1]. The project complexity could be produced through two main
features; which are uncertainty and structural complexity. The uncertainty could be produced
through the uncertainty in utilized construction methods or either in the required goals [3]

Complex projects from another perspective, where he clarified that these projects could be
identified as the projects that will demand managers with special technical and managerial skills
that could make them able to show a high-quality performance level [4]. It is also argued that
each organization could face the challenge of continuous changes to cope with the newly
technology innovations that could enhance the organization performance [2]. This will require a
highly committed and hard worker, manager with strong planning abilities that could enable such
managers to adapt to the nature of complex projects [1]

The literature points out that there are various factors that contribute to the success of complex
projects. However, one of the common and most important factors is the role of PM. Complex
projects require highly skilled and knowledgeable individuals to head the project. There should
be a strong link between skills of the PM and the elements of the projects to ensure successful
outcomes.

የግንባታ ፕሮጀክት ውስብስብነት

በአዲሶቹ የቴክኖሎጂ እና የአሠራር ተነሳሽነት የግንባታ ፕሮጀክቶች ውስብስብነት በየጊዜው እየጨመረ ነው

፡፡ በቴክኒካዊ ውስብስብነት እውቅና የተሰጣቸው የግንባታ ፕሮጀክቶች በበርካታ ዓይነቶች ሊታወቁ ይችላሉ ፣

ለምሳሌ የፕሮጀክቱ አባላት የማይረዱት አዲስ ቴክኖሎጂ ሲጠቀሙ [2] ፡፡ በተጨማሪም በድርጅቱ ውስጥ

ቢታወቅም አዲሱን የቴክኖሎጂ ተሳትፎ የሚያስተዳድር ብቃት ያለው ሥራ አስኪያጅ በማይኖርበት ጊዜ ይህ

ዓይነት ሊገለፅ ይችላል [1]. የፕሮጀክቱ ውስብስብነት በሁለት ዋና ዋና ባህሪዎች አማካይነት ሊመረት ይችላል

፡፡ እርግጠኛ አለመሆን እና የመዋቅር ውስብስብነት። እርግጠኛ አለመሆን በተጠቀመባቸው የግንባታ ዘዴዎች

ወይም በሚፈለጉት ግቦች መካከል ባለው እርግጠኛነት ሊፈጠር ይችላል [3]

ውስብስብ ፕሮጄክቶች ከሌላው እይታ አንጻር እነዚህ ፕሮጀክቶች ከፍተኛ ጥራት ያለው የአፈፃፀም ደረጃን

ለማሳየት የሚያስችሏቸው ልዩ የቴክኒክ እና የአመራር ችሎታ ያላቸው ሥራ አስኪያጆችን የሚጠይቁ

ፕሮጀክቶች ተብለው ተለይተው ሊታወቁ እንደሚችሉ አስረድቷል ፡፡ በተጨማሪም እያንዳንዱ ድርጅት

የድርጅቱን አፈፃፀም ሊያሳድጉ የሚችሉ አዳዲስ የቴክኖሎጂ ፈጠራዎችን ለመቋቋም ቀጣይነት ያላቸው

ለውጦች ፈታኝ ሁኔታ ሊገጥማቸው ይችላል ተብሏል ፡፡ ይህ እንደነዚህ ያሉ ሥራ አስኪያጆች ከተወሳሰቡ

የፕሮጀክቶች ተፈጥሮ ጋር እንዲላመዱ የሚያስችላቸው ጠንካራ የእቅድ ችሎታ ያላቸው ሥራ አስኪያጅ

በጣም ጠንካራ እና ታታሪ ሠራተኛ ይጠይቃል [1]

ለተወሳሰቡ ፕሮጀክቶች ስኬት አስተዋጽኦ የሚያደርጉ የተለያዩ ምክንያቶች እንዳሉ ጽሑፎቹ ጠቁመዋል ፡፡

ሆኖም ከተለመዱት እና በጣም አስፈላጊ ምክንያቶች አንዱ የጠቅላይ ሚኒስትርነት ሚና ነው ፡፡ ውስብስብ

ፕሮጄክቶች ፕሮጀክቱን ለመምራት ከፍተኛ ችሎታ ያላቸው እና ዕውቀት ያላቸው ግለሰቦችን ይፈልጋሉ ፡፡

ስኬታማ ውጤቶችን ለማረጋገጥ በጠቅላይ ሚኒስትሩ ክህሎቶች እና በፕሮጀክቶች አካላት መካከል ጠንካራ

ትስስር ሊኖር ይገባል ፡፡

2.1. Challenges faced by Complex Projects

Kuwaiti construction projects are facing several problems and issues that cause projects' delays,
cost overruns, and poor quality. Several researchers had investigated the reasons and the reasons
and causes of delays showing up the most common causes and the most influential ones that lead
to financial loss and project workflow crashes. Al-Tabatabi [8] conducted a survey in which he
ranked the causes of delay in governmental construction projects utilizing 53 delay
questionnaires. According to a relative importance index, the top ranked ones, are slow decision-
making process, payment and financial procedure, lack of planning and utilization of CPM, lack
of design coordination and poor subcontractor scheduling.

Koushki, AL-Rashid and Kartam [9] reported the three main causes of delays in construction
projects, which causes cost overruns and complexity of the projects were: owners’ financial
problems and his lack of experience in the construction business as well as the changing orders.
In accordance to cost overruns, the three key causes were recognized as material-related issues,
owners’ financial issues and contractor-related problems. They recommended several measures
in order to mitigate the delay and complexity of construction residential projects would including
the allocation of adequate money and time at the design phase, availability of satisfactory funds,
and choosing of a reliable contractor and competent consultant to execute the project.

Moreover, Al Zubadi and Al Otaibi [10] identified five critical factors to delays and overrun by
Kuwait's building and infrastructure projects are: Delay in in approval and preparation in varying
orders as well as the delays in government permits and approval , additional work requested by
client beyond the original scope and outline , variations and alterations on engineering conditions
in the contract document and the decrement in the productivity of labour due to the climatic
conditions. A different study by Soliman [11] survey the delay causes in the Kuwaiti
construction industry utilizing of 30 questionnaires. It was noticed that the most important delay
factors were the conflicts occurred between the consultant and contractor, owner financial
problems, delaying from owner in payments of contractor and contractor financial problems.

Additionally, Al Marri, Ibrahem and Nassar [12] found Kuwaiti highway and infrastructure
projects utilizing a thirty questionnaire divided into five sections according to project time
stages. They obtained that the most important causes of delay in infrastructure projects in Kuwait
were at all stages of the project and not only in the construction stage. They concluded also that
most important causes were: multiplicity of agencies in order to gain approvals, coordination
problems between the different ministries that are responsible for project's implementation, delay
in receiving the project contractor document by the consultant and the increased cost of materials
and projects.

Al-Almutairi [7] added that delay in construction projects represents one of the most important
factors that is significantly affecting Kuwaiti construction projects in a negative way and
required a solution and a well management from their project managers. He also stated that time
and cost overruns in Kuwait have largely been because of issues of attempting to utilize
technically advanced solutions in construction while there is a huge lack in Kuwaiti project
managers' skills and experiences. He also demonstrates that the lack of qualified Kuwaiti project
managers that are unable to manage simple projects, not just complex projects, and the non-
existent of specific Kuwaiti Project Manager's Skills Framework (PMSF), explains why the
Kuwaiti construction industry is always faced with financial, delaying and insoluble conflict
problems between its parties. This can be both time consuming and costly, which may develop
into great risks that affect the achievement and management of different Kuwaiti construction
projects. Khalid [13] also supported that delays can be reduced or prevented by an increased pre-
project planning and through successful project management as they are one of the most critical
success factors of the construction project accomplishment.

2.1. ውስብስብ ፕሮጀክቶች ያጋጠሟቸው ተግዳሮቶች

የኩዌት የግንባታ ፕሮጀክቶች ለፕሮጀክቶች መዘግየት ፣ ወጪ መጨናነቅና ለጥራት መጓደል ምክንያት የሆኑ በርካታ

ችግሮች እና ችግሮች እያጋጠሟቸው ነው ፡፡ ብዙ ተመራማሪዎች በጣም የተለመዱ መንስኤዎችን እና ለገንዘብ ኪሳራ

እና ለፕሮጀክት የስራ ፍሰት ብልሽቶች የሚዳርጉ በጣም የተለመዱ መንስኤዎችን እና መዘግየቶችን ምክንያቶች እና

ምክንያቶች መርምረዋል ፡፡ አል-ታታቢ [8] 53 የመዘግየት መጠይቆችን በመጠቀም በመንግስት የግንባታ ፕሮጀክቶች

ውስጥ የመዘግየት ምክንያቶችን ደረጃ የሰጠ የዳሰሳ ጥናት አካሂዷል ፡፡ በአንፃራዊ ጠቀሜታ ኢንዴክስ መሠረት በከፍተኛ

ደረጃ የተቀመጡት በዝቅተኛ የውሳኔ አሰጣጥ ሂደት ፣ በክፍያ እና በገንዘብ አሠራር ፣ በሲ.ፒ.ኤም እቅድ እና አጠቃቀም

ጉድለት ፣ የዲዛይን ማስተባበሪያ እጥረት እና ዝቅተኛ የሥራ ተቋራጭ የጊዜ ሰሌዳ ማውጣት ናቸው ፡፡

ኮሽኪ ፣ አል-ራሺድ እና ካርታም [9] ለግንባታ ፕሮጀክቶች መዘግየት ሦስቱ ዋና ዋና ምክንያቶች ሪፖርት አድርገዋል ፣

ይህም የፕሮጀክቱን ወጪ ከመጠን በላይ እና ውስብስብነትን ያስከትላል-የባለቤቶቹ የገንዘብ ችግር እና በግንባታ ንግድ

ውስጥ ያለ በቂ ልምድ እና እንዲሁም መለወጥ ትዕዛዞች በወጪ መጨናነቅ መሠረት ሦስቱ ዋና ዋና ምክንያቶች
ከቁሳዊ-ነክ ጉዳዮች ፣ ከባለቤቶች የፋይናንስ ጉዳዮች እና ከኮንትራክተሩ ጋር የተዛመዱ ችግሮች ዕውቅና ተሰጥቷቸዋል ፡፡

በዲዛይን ደረጃ በቂ ገንዘብ እና ጊዜ መመደብ ፣ አጥጋቢ ገንዘብ መገኘቱን እና ፕሮጀክቱን ለማስፈፀም የሚያስችል

አስተማማኝ ተቋራጭ እና ብቃት ያለው አማካሪን በመምረጥ የግንባታ የመኖሪያ ፕሮጀክቶችን መዘግየት እና

ውስብስብነት ለመቀነስ በርካታ እርምጃዎችን መክረዋል ፡፡

በተጨማሪም አል ዙባዲ እና አል ኦጣቢ [10] በኩዌት የህንፃ እና የመሰረተ ልማት ፕሮጀክቶች መዘግየት እና ከመጠን

በላይ ለመውደቅ አምስት ወሳኝ ምክንያቶችን ለይተው አውቀዋል-በማዘዣው መዘግየት እና በልዩ ልዩ ትዕዛዞች

እንዲሁም የመንግስት ፈቃዶች እና ማጽደቅ መዘግየቶች ፣ ተጨማሪ ስራ የጠየቁት ደንበኛው ከመጀመሪያው ወሰን እና

ዝርዝር ፣ በኮንትራቱ ሰነድ ውስጥ ባለው የምህንድስና ሁኔታ ላይ ልዩነቶች እና ለውጦች እና በአየር ንብረት ሁኔታ

ምክንያት የሰራተኛ ምርታማነት መቀነስ ፡፡ 30 መጠይቆች በመጠቀም በኩዌት የኮንስትራክሽን ኢንዱስትሪ ውስጥ

የመዘግየት መንስኤዎች በሶሊማን [11] የተለየ ጥናት ተካሂዷል ፡፡ በጣም አስፈላጊ የመዘግየቱ ምክንያቶች በአማካሪው

እና በኮንትራክተሩ መካከል የተከሰቱ ግጭቶች ፣ በባለቤቱ የፋይናንስ ችግሮች ፣ በተቋራጭ እና በተቋራጭ የገንዘብ

ችግሮች ከባለቤቱ መዘግየት ናቸው ፡፡

በተጨማሪም አል ማሪ ፣ ኢብራሂም እና ናስር [12] የኩዌት ሀይዌይን እና የመሠረተ ልማት ፕሮጀክቶችን በፕሮጀክት

የጊዜ ደረጃዎች መሠረት በአምስት ክፍሎች የተከፋፈሉ ሠላሳ መጠይቆች የሚጠቀሙ አገኙ ፡፡ በኩዌት ውስጥ

ለመሰረተ ልማት ፕሮጀክቶች መዘግየት በጣም አስፈላጊዎቹ ምክንያቶች በሁሉም የፕሮጀክቱ ደረጃዎች ውስጥ ያሉ

እና በግንባታው ደረጃ ብቻ እንዳልነበሩ አገኙ ፡፡ በተጨማሪም ዋነኞቹ መንስኤዎች-ማጽደቅ ለማግኘት የኤጀንሲዎች

ብዛት ፣ ለፕሮጀክት ትግበራ ተጠያቂ በሆኑ የተለያዩ ሚኒስቴር መስሪያ ቤቶች መካከል የቅንጅት ችግሮች ፣ በአማካሪው

የፕሮጀክት ተቋራጭ ሰነድ ለመቀበል መዘግየት እና የቁሳቁስ እና የፕሮጀክቶች ዋጋ መጨመር ናቸው የሚል ድምዳሜ

ላይ ደርሰዋል ፡፡

አል-አልሙታሪ [7] አክለውም በኮንስትራክሽን ፕሮጀክቶች መዘግየት በኩዌት የግንባታ ፕሮጀክቶች ላይ አሉታዊ በሆነ

ሁኔታ ላይ ከፍተኛ ተጽዕኖ ከሚያሳድሩ እና ከፕሮጀክት ሥራ አስኪያጆቻቸው መፍትሔ እና የጉድጓድ አስተዳደርን

ከሚፈልጉ በጣም አስፈላጊ ነገሮች መካከል አንዱ መሆኑን ይወክላል ፡፡ በኩዌት የፕሮጀክት ሥራ አስኪያጆች ክህሎቶች

እና ልምዶች ከፍተኛ እጥረት ሲኖርባቸው በኩዌት ውስጥ ጊዜ እና ወጪ መጨናነቅ በአብዛኛው የተከሰቱት በግንባታ

ውስጥ በቴክኒካዊ የላቀ መፍትሄዎችን ለመጠቀም በመሞከራቸው እንደሆነ ገልፀዋል ፡፡ ውስብስብ ፕሮጄክቶችን ብቻ

ሳይሆን ቀላል ፕሮጄክቶችን ማስተዳደር የማይችሉ ብቃት ያላቸው የኩዌት የፕሮጀክት ሥራ አስኪያጆች እጥረት እና

የተወሰኑ የኩዌት የፕሮጀክት ሥራ አስኪያጅ የክህሎት ማዕቀፍ (PMSF) የሌለ መሆኑን የኩዌት የግንባታ ኢንዱስትሪ

ሁልጊዜ ለምን እንደሚገጥም ያስረዳል ፡፡ በተጋጭ ወገኖች መካከል የገንዘብ ፣ የዘገየ እና የማይሟሟ የግጭት ችግሮች ፡፡
ይህ የተለያዩ የኩዌት ግንባታ ፕሮጀክቶችን ስኬት እና አያያዝን የሚነኩ ወደ ከፍተኛ አደጋዎች ሊዳብር የሚችል ብዙ

ጊዜ የሚወስድ እና ውድ ሊሆን ይችላል ፡፡ ካሊድ [13] በተጨማሪም የቅድመ ፕሮጀክት ዕቅድን በመጨመር እና በተሳካ

የፕሮጀክት አስተዳደር አማካይነት መዘግየቶች ሊቀንሱ ወይም ሊከላከሉ እንደሚችሉ ይደግፋሉ ፡፡

3. Project Manager

Various authors have emphasized that the complex, demanding, and the dynamic requirements of
the complex projects call for project managers with high capabilities who can manage the
construction process from the early stage to the final stage of the construction project
successfully [3, 4, 14]. Remington and Crawford [15] and Mouchi et al. [1] Pointed out that
complex projects require a project manager who holds critical specifications that differ from the
specifications of the project manager of simple projects. The complexity of complex projects
requires the manager to be able to develop new initiatives and new ideas that are not consumed
in order to ensure the success of the project. On the other hand, Pollack and Remington [14]
stressed that the successful complex project manager must be able to transform the complex
areas of the project into easy elements that are easily understood and realized by employees. This
means that the project managers must have the necessary management skills that will help them
succeed in the project

Leung et al. [16] stated that there is a set of characteristics and attributes that should be owned by
the project manager to ensure the success of the project, where earning these qualities and
characteristics is being through exposing to a wide range of complex projects. One of the main
skills that each project manager must have is the ability to deal with various kinds of individuals
in good way in different situations throughout the whole life cycle of projects. As the main
responsibility of the project outcomes comes to the project managers; they must have the
required skills that could enable them to influence the work members in an effective way to
cover the project objectives [1]

The discussion here indicates that there is a difference between PM that handle complex project
and simple projects. The characteristics and attributes of PMs in complex projects relate to the
outcome of complex projects. This indicates the need to study the PM skills and project elements
to identify and design a framework.
3. የፕሮጀክት ሥራ አስኪያጅ

የተለያዩ ደራሲዎች ውስብስብ ፣ ውስብስብ እና ተለዋዋጭ የፕሮጀክቶች ፍላጎቶች የግንባታ ሂደቱን

ከመጀመሪያው እስከ መጨረሻው የግንባታ ደረጃውን በተሳካ ሁኔታ ማስተዳደር ለሚችሉ ከፍተኛ ችሎታ

ላላቸው የፕሮጄክት ሥራ አስኪያጆች እንደሚያስፈልግ አፅንዖት ሰጥተዋል [3, 4, 14 ]. ሬሚንግተን እና

ክራውፎርድ [15] እና ሞ uchi እና ሌሎች. [1] ውስብስብ ፕሮጄክቶች ከቀላል ፕሮጀክቶች የፕሮጀክት ሥራ

አስኪያጅ ዝርዝር መግለጫዎች የተለዩ ወሳኝ ዝርዝሮችን የሚይዝ የፕሮጀክት ሥራ አስኪያጅ

እንደሚያስፈልጋቸው ጠቁመዋል ፡፡ ውስብስብ የፕሮጀክቶች ውስብስብነት ሥራ አስኪያጁ የፕሮጀክቱን

ስኬት ለማረጋገጥ የማይጠቅሙ አዳዲስ ተነሳሽነቶችን እና አዳዲስ ሀሳቦችን ማዘጋጀት መቻልን ይጠይቃል ፡፡

በሌላ በኩል ፖልላክ እና ሬሚንግተን [14] ስኬታማው ውስብስብ የፕሮጀክት ሥራ አስኪያጅ የፕሮጀክቱን

ውስብስብ አካባቢዎች በቀላሉ በሰራተኞች በቀላሉ ተረድተው ወደ ተገነዘቡት ቀላል አካላት መለወጥ መቻል

አለባቸው ሲሉ አሳስበዋል ፡፡ ይህ ማለት የፕሮጀክቱ ሥራ አስኪያጆች በፕሮጀክቱ ስኬታማ እንዲሆኑ

የሚያግዝ አስፈላጊ የአመራር ክህሎቶች ሊኖራቸው ይገባል ማለት ነው

ሊንግ እና ሌሎች. [16] የፕሮጄክቱን ስኬታማነት ለማረጋገጥ የፕሮጀክቱ ሥራ አስኪያጅ በባለቤትነት ሊይዙ

የሚገባቸው የተወሰኑ ባህሪዎች እና ባህሪዎች መኖራቸውን ገልፀው እነዚህን ጥራቶች እና ባህሪዎች ማግኘት

ለብዙ ውስብስብ ፕሮጄክቶች በማጋለጥ ላይ ይገኛል ፡፡ እያንዳንዱ የፕሮጀክት ሥራ አስኪያጅ ሊኖረው

ከሚገባቸው ዋና ዋና ችሎታዎች አንዱ በመላው የፕሮጀክቶች የሕይወት ዑደት ውስጥ በተለያዩ ሁኔታዎች

ውስጥ ከተለያዩ ዓይነቶች ጋር በጥሩ ሁኔታ የመግባባት ችሎታ ነው ፡፡ የፕሮጀክቱ ውጤቶች ዋና ኃላፊነት

ለፕሮጀክቱ ሥራ አስኪያጆች እንደመሆኑ መጠን; የፕሮጀክቱን ዓላማዎች ለመሸፈን ውጤታማ በሆነ መንገድ

በሥራ አባላት ላይ ተጽዕኖ ለማሳደር የሚያስችላቸው አስፈላጊ ክህሎቶች ሊኖራቸው ይገባል [1]

ውስብስብ ውይይቶችን እና ቀላል ፕሮጀክቶችን በሚይዙ ጠ / ሚኒስትር መካከል ልዩነት እንዳለ እዚህ ላይ

የተደረገው ውይይት ያመላክታል ፡፡ ውስብስብ በሆኑ ፕሮጀክቶች ውስጥ የፒ.ኤም.ኤ. ባህሪዎች እና ባህሪዎች

ውስብስብ ከሆኑት ፕሮጀክቶች ውጤት ጋር ይዛመዳሉ ፡፡ ይህ ማዕቀፍ ለመለየት እና ዲዛይን ለማድረግ

የጠቅላይ ሚኒስትሩን ክህሎቶች እና የፕሮጀክት አካላት ማጥናት አስፈላጊ መሆኑን ያሳያል ፡፡

3.1 Project Manager Skills

Patanakul and Milosevic [17] added that each project manager must create strong relations with
the team members to meet the project objectives, in addition to increasing organization profits
with keeping in mind customers' expectations. Fisher [18] clarified that there are six main skills
must be owned by each project manager to make them succeed in their managerial practices. One
of those skills is the manager cooperation, sincerity and his /her ability to understand various
behavioural characteristics of the team members. Adding effective leadership style is another
skill that must be owned by project managers. The third proficiency is managers' ability to
influence and motivate work team toward covering the organization objectives. This reflects the
ability of the project manager to respect each work member and accept individuals on their
situation and without any attempt to change them by force. Managers must also have the ability
to recognize the conflict sources, influences and should own the managerial skills to solve
conflicts. The final ability that must be owned by the project manager is the awareness toward
the cultural differences of the work members.

Furthermore, Paglis and Green [19] clarified that self-confidence is another factor that could
influence the ability of project managers to succeed. Self-confidence could provide managers
with the ability to take the right decisions at the correct time. Self-confidence could also enable
managers to perform complex responsibilities and solve expected problems smoothly [1].
Additionally, project managers feeling toward their performance have an enormous effect on the
project success, and this managerial skill plays a vital role in succeeding construction projects
[20].

3.1 የፕሮጀክት ሥራ አስኪያጅ ክህሎቶች

ፓታናኩል እና ሚሎሶቪች [17] አክለው እያንዳንዱ የፕሮጀክት ሥራ አስኪያጅ የደንበኞችን ተስፋ ከግምት ውስጥ

በማስገባት የድርጅቶችን ትርፍ ከመጨመር በተጨማሪ የፕሮጀክቱን ዓላማዎች ለማሳካት ከቡድን አባላት ጋር ጠንካራ

ግንኙነት መፍጠር አለባቸው ፡፡ በአሳሪ ሥራዎቻቸው ስኬታማ እንዲሆኑ ስድስት ዋና ዋና ክህሎቶች በእያንዳንዱ

የፕሮጀክት ሥራ አስኪያጅ ባለቤት መሆን እንዳለባቸው ፊሸር [18] አብራራ ፡፡ ከእነዚህ ክህሎቶች አንዱ የአስተዳዳሪው

ትብብር ፣ ቅንነት እና የቡድኑ አባላት የተለያዩ ባህሪያትን የመረዳት ችሎታ ነው ፡፡ ውጤታማ የአመራር ዘይቤን ማከል

በፕሮጀክት ሥራ አስኪያጆች ባለቤት መሆን ያለበት ሌላ ችሎታ ነው ፡፡ ሦስተኛው ብቃት የአስተዳዳሪዎቹ የድርጅቱን

ዓላማ ለመሸፈን የሥራ ቡድንን ተፅእኖ የማድረግ እና የማበረታታት ችሎታ ነው ፡፡ ይህ የፕሮጀክቱ ሥራ አስኪያጅ

እያንዳንዱን የሥራ አባል የማክበር እና ግለሰቦችን በእራሳቸው ሁኔታ ላይ ለመቀበል እና በኃይል ለመቀየር ያለ ምንም
ጥረት ያለውን ችሎታ ያሳያል ፡፡ ሥራ አስኪያጆችም የግጭት ምንጮችን ፣ ተጽዕኖዎችን የመለየት ችሎታ ሊኖራቸው

ይገባል እንዲሁም ግጭቶችን ለመፍታት የአስተዳደር ክህሎቶች ባለቤት መሆን አለባቸው ፡፡ የፕሮጀክቱ ሥራ አስኪያጅ

ባለቤት መሆን ያለበት የመጨረሻው ችሎታ ለሥራ ባልደረቦች ባህላዊ ልዩነቶች ግንዛቤ መኖሩ ነው ፡፡

በተጨማሪም ፓግሊስ እና ግሪን [19] በፕሮጀክት ሥራ አስኪያጆች ውጤታማነት ላይ ተጽዕኖ ሊያሳድር የሚችል ሌላ

በራስ መተማመን ሌላ ነገር መሆኑን አብራርተዋል ፡፡ በራስ መተማመን ሥራ አስኪያጆችን ትክክለኛ ውሳኔዎችን

በትክክለኛው ጊዜ የመውሰድ ችሎታ ይሰጣቸዋል ፡፡ በራስ መተማመን እንዲሁ ሥራ አስኪያጆች ውስብስብ

ኃላፊነቶችን እንዲወጡ እና የሚጠበቁትን ችግሮች በብቃት እንዲፈቱ ያስችላቸዋል [1]። በተጨማሪም የፕሮጀክት

ሥራ አስኪያጆች በተግባራቸው ላይ የሚሰማቸው በፕሮጀክቱ ስኬት ላይ ከፍተኛ ተጽዕኖ ያሳደረ ሲሆን ይህ የአስተዳደር

ክህሎት ለተከታታይ የግንባታ ፕሮጀክቶች ወሳኝ ሚና ይጫወታል ፡፡

3.2 Project Manager Elements

Shane et al. [2] Clarified different elements for project complexity, those elements were
classified in different categories and each category comprised of several elements related to it.
Some of those elements are: cost elements (material cost, cost analysis and estimation, payment
restrictions) , schedule elements (unclear sequence of the construction process, resource
availability, uncertainty in process and materials used in structure, risk analysis), technical
elements (design methods and specifications, scope of the project, delays, technology usage and
details required to complete the project clearly), political issues and legislative process, size and
location of the project.

Mouchi et al. [1] have also investigated a number of complexity elements from the viewpoints of
five senior managers of complex projects in five different organizations including: unclear
project scope, type of project participants, technical problems of the projects, complex
requirement of customer, uncertainty in scope and aspects of projects, uncommon feature and
unfamiliar construction elements, political issues around clients, unusual structure design,
incomplete and unknown elements in design, size and location of the project, lack of details, high
level of risks and resources unavailability.

Dao et al. [21] mentioned that construction project complexity refers to the interactivity between
project elements and the number of project complex elements that make it difficult to be
managed and achieved. So, he represented thirty-seven different attributes and elements that
were truly representative of construction project complexity. Some of those mentioned elements
are: stakeholder management (complexity of customer requirements, inspection and approvals
from regulatory agencies and entities, etc.), Governance (number of project's partners, number of
times a change order on project has occurred, etc.), Fiscal planning (difficulties in paying to
labours, number of funding phases, etc.), Quality (quality of materials utilized in project), Legal
(number of permits to be required, difficulty in obtaining design approvals, etc.) , Design and
Technology (difficulty and integrity in structural design, unfamiliar and uncommon construction
elements, Uncertainty in the utilized construction methods, lack of details in design, company
unfamiliar with technologies involved in construction phase), Location and size of projects
(execution hard site, include many risks, huge size of the project), Scope (undefined and
uncertain project scope), Project Resources (quality of labors, quality of materials, sequence of
the projects due to the availability of sources).

3.2 የፕሮጀክት ሥራ አስኪያጅ አካላት

Ne ን እና ሌሎች. [2] ለፕሮጀክት ውስብስብነት የተለያዩ ንጥረ ነገሮችን የገለጹ እነዚህ አካላት በተለያዩ ምድቦች
የተከፋፈሉ ሲሆን እያንዳንዱ ምድብ ከእሱ ጋር ተያያዥነት ያላቸውን በርካታ ንጥረ ነገሮችን ያቀፈ ነው ፡፡ ከነዚህ

አካላት አንዳንዶቹ-የወጪ አካላት (የቁሳቁስ ወጪ ፣ የወጪ ትንተና እና ግምት ፣ የክፍያ ገደቦች) ፣ የጊዜ ሰሌዳ አካላት

(የግንባታ ሂደት ግልጽ ያልሆነ ቅደም ተከተል ፣ የሀብት አቅርቦት ፣ በሂደቱ ውስጥ ያለመተማመን እና በመዋቅሩ ውስጥ
ጥቅም ላይ የዋሉ ቁሳቁሶች ፣ የአደጋ ትንተና) ፣ ቴክኒካዊ አካላት ( የዲዛይን ዘዴዎች እና ዝርዝር መግለጫዎች ፣

የፕሮጀክቱ ስፋት ፣ መዘግየቶች ፣ የቴክኖሎጂ አጠቃቀም እና ፕሮጀክቱን በግልጽ ለማጠናቀቅ የሚያስፈልጉ ዝርዝሮች)

፣ የፖለቲካ ጉዳዮች እና የህግ አውጭ ሂደት ፣ የፕሮጀክቱ መጠን እና ቦታ ፡፡

Mouchi et al. [1] እንዲሁም በአምስት የተለያዩ ድርጅቶች ውስጥ ከአምስት ውስብስብ ፕሮጄክቶች አምስት ዋና
ሥራ አስኪያጆች እይታዎች መካከል በርካታ ውስብስብ ነገሮችን መርምረዋል-ግልጽ ያልሆነ የፕሮጀክት ወሰን ፣

የፕሮጀክቱ ተሳታፊዎች ዓይነት ፣ የፕሮጀክቶቹ ቴክኒካዊ ችግሮች ፣ የደንበኞች ውስብስብ መስፈርት ፣ በስፋቱ

አለመተማመን እና የፕሮጀክቶች ገጽታዎች ፣ ያልተለመደ ባህሪ እና ያልተለመዱ የግንባታ አካላት ፣ በደንበኞች ዙሪያ

ያሉ የፖለቲካ ጉዳዮች ፣ ያልተለመዱ የመዋቅር ዲዛይን ፣ ያልተሟሉ እና ያልታወቁ አካላት በፕሮጀክቱ መጠን እና ቦታ ፣

የዝርዝሮች እጥረት ፣ የከፍተኛ አደጋዎች እና ሀብቶች አለመገኘት ፡፡

ዳኦ et al. [21] የተጠቀሰው የግንባታ ፕሮጀክት ውስብስብነት በፕሮጀክት አካላት እና በፕሮጀክት ውስብስብ አካላት

ብዛት መካከል ያለውን መስተጋብር የሚያመለክት መሆኑን ለመቆጣጠር እና ለማሳካት አስቸጋሪ ያደርገዋል ፡፡ ስለዚህ
እርሱ በእውነቱ የግንባታ ፕሮጀክት ውስብስብነትን የሚወክሉ ሠላሳ ሰባት የተለያዩ ባህሪያትን እና አባላትን ወክሏል ፡፡

ከነዚህ ከተጠቀሱት አካላት መካከል-የባለድርሻ አካላት አስተዳደር (የደንበኞች ፍላጎቶች ውስብስብነት ፣ የቁጥጥር

ኤጀንሲዎች እና አካላት ምርመራ እና ማፅደቅ ወዘተ) ፣ አስተዳደር (የፕሮጀክቱ አጋሮች ብዛት ፣ በፕሮጀክቱ ላይ

የለውጥ ትዕዛዝ በተከሰተባቸው ጊዜያት ፣ ወዘተ) ፣ የፊስካል እቅድ (ለጉልበት ክፍያ ችግሮች ፣ የገንዘብ ድጋፎች ብዛት ፣

ወዘተ) ፣ ጥራት (በፕሮጀክቱ ውስጥ ጥቅም ላይ የዋሉ ቁሳቁሶች ጥራት) ፣ ሕጋዊ (የሚያስፈልጉ የፈቃዶች ብዛት ፣

የዲዛይን ማጽደቅ የማግኘት ችግር ፣ ወዘተ) ፣ ዲዛይን እና ቴክኖሎጂ (በመዋቅራዊ ዲዛይን ላይ ችግር እና ታማኝነት ፣

ያልተለመዱ እና ያልተለመዱ የግንባታ አካላት ፣ በተጠቀመባቸው የግንባታ ዘዴዎች ላይ እርግጠኛ አለመሆን ፣ በዲዛይን

ውስጥ ዝርዝር ጉዳዮች እጥረት ፣ በግንባታ ምዕራፍ ውስጥ የተካተቱ ቴክኖሎጂዎችን የማያውቅ ኩባንያ) ፣

የፕሮጀክቶች ቦታ እና መጠን (ከባድ አፈፃፀም በጣም ብዙ አደጋዎችን ያጠቃልላል) ፣ የፕሮጀክቱ ግዙፍ መጠን) ፣ ወሰን

(ያልተገለጸ እና እርግጠኛ ያልሆነ የፕሮጀክት ወሰን) ፣ የፕሮጀክት ሀብቶች (የጉልበት ጥራት ፣ የቁሳቁሶች ጥራት ፣
የፕሮጀክቶች ዱ ሠ ምንጮች እንዲገኙ) ፡፡

3.3 Project manager potential skills for managing complex construction projects

Several researchers have proposed the project manager to the most successful skills that must be
possessed in order to achieve and manage their projects successfully. Other than that, Project
Management Body of Knowledge (PMBOK) guide was also available, issued by the Project
Management Institute in order to be an assistant and guidance for project managers in their
complicated management journey. This manual is certified for application within the United
States and is also certified by the American National Standards Institute (ANSI), which is highly
valued and significant in the project management's world. This also explains why many
institutions and individuals interested in project management and contracting sector are
interested in the PMP Certificate and in having a project managers with a PMP certificate, in
which he is following the management strategies of this Guide and characterized by its
professional managerial skills , in order to maximize the chances of success of the projects, and
also to ensure the appropriateness and successfulness of mangers in managing complex projects
in which large investments have been pumped annually to plan and implement them [2].

This PMBOK Guide defines three characteristics of an effective project manager which are
personal, performance and knowledge. Performance indicates what the project manager can
actually accomplish and achieve. Is the project moving forward? Moreover, Knowledge
specifically refers to the project managers' possessed knowledge about project management.
Such as, can the project manager develop a project management plan and write a project
schedule? However, Personal refers to the project manager’s personality, leadership and attitude.
It can be presented as: is the project manager relating effectively to all the stakeholders with
whom they must interact [22].

Furthermore, PMBOK Guide describes eight interpersonal and managerial skills that must be
possessed by project managers in order to manage projects successfully and effectively. Such
skills are Leadership, Motivation, Communication, Team building, Influencing, Political and
cultural awareness, Decision making and Negotiation [23]. It would be interested to note that a
significant number of these mentioned skills are straightforwardly related with the capacity of
manager to impact others to do what is important for the project to convey an item,
administration, or result on time, on target and on budget. The capacity to impact and influence
on others is particularly imperative for project managers frequently don't have formal authority
over the general, individuals with whom they are working [23]. Also, PMBOK Guide the most
important skills for project manager which qualified him/her to manage complex construction
project efficiently are Self-Awareness, Leadership, Self-Confidence, Quick Thinking, Flexibility,
Integrity and Honesty, Intelligence, Imaginative and Creativity, Persistence and Decision
making.

3.3 የፕሮጀክት ሥራ አስኪያጅ ውስብስብ የግንባታ ፕሮጀክቶችን ለማስተዳደር የሚችሉ ክህሎቶች

በርካታ ተመራማሪዎች የፕሮጀክቱን ሥራ አስኪያጅ ፕሮጀክቶቻቸውን በተሳካ ሁኔታ ለማሳካት እና ለማስተዳደር

ሊኖራቸው ስለሚገባቸው በጣም ስኬታማ ችሎታዎች ሀሳብ አቅርበዋል ፡፡ ከዚያ ውጭ በተወሳሰበ የአስተዳደር ጉ

journey ቸው የፕሮጀክት ሥራ አስኪያጆች ረዳት እና መመሪያ እንዲሆኑ የፕሮጀክት ማኔጅመንት ኢንስቲትዩት

የተሰጠው የእውቀት አካል (PMBOK) መመሪያም ተገኝቷል ፡፡ ይህ ማኑዋል በአሜሪካ ውስጥ ለማመልከቻ የተረጋገጠ

ሲሆን በፕሮጀክት ማኔጅመንቱ ዓለም ከፍተኛ ዋጋ ያለው እና ጉልህ በሆነው በአሜሪካ ብሔራዊ ደረጃዎች ኢንስቲትዩት

(ኤኤንሲ) የተረጋገጠ ነው ፡፡ ይህ በፕሮጀክት ማኔጅመንት እና በኮንትራት ዘርፍ ፍላጎት ያላቸው ብዙ ተቋማት እና

ግለሰቦች የፒ.ፒ.ኤን የምስክር ወረቀት እና የፒ.ፒ.ኤን የምስክር ወረቀት ያላቸው የፕሮጄክት ሥራ አስኪያጆች

የማግኘት ፍላጎት እንዳላቸው ያብራራል ፡፡ የፕሮጀክቶቹን የስኬት ዕድሎች ከፍ ለማድረግ እንዲሁም በየአመቱ ታላላቅ

ኢንቬስትመንቶች ታቅደው ተግባራዊ እንዲሆኑባቸው የተደረጉባቸውን ውስብስብ ፕሮጄክቶች ለማስተዳደር

የመንደሮች ተገቢነት እና ስኬታማ መሆናቸውን [2] ፡፡

ይህ PMBOK መመሪያ የግል ፣ አፈፃፀም እና ዕውቀት የሆኑ ውጤታማ የፕሮጀክት ሥራ አስኪያጅ ሦስት ባህሪያትን

ይገልጻል ፡፡ አፈፃፀም የፕሮጀክቱ ሥራ አስኪያጅ በትክክል ምን ሊያከናውን እና ሊያሳካው እንደሚችል ያመላክታል ፡፡

ፕሮጀክቱ ወደፊት እየገሰገሰ ነው? በተጨማሪም እውቀት በተለይ የፕሮጀክት ሥራ አስኪያጆችን ስለፕሮጀክት

አስተዳደር ያላቸውን ዕውቀት ያመለክታል ፡፡ እንደ ፣ የፕሮጀክቱ ሥራ አስኪያጅ የፕሮጀክት አስተዳደር ዕቅድን

ማዘጋጀት እና የፕሮጀክት መርሃ ግብር መፃፍ ይችላል? ሆኖም ፣ የግል የፕሮጀክት ሥራ አስኪያጅ ስብእናን ፣ መሪነትን

እና አመለካከትን ያመለክታል ፡፡ እንደሚከተለው ሊቀርብ ይችላል-የፕሮጀክቱ ሥራ አስኪያጅ ከእነሱ ጋር መስተጋብር

መፍጠር ከሚገባቸው ባለድርሻ አካላት ሁሉ ጋር በብቃት የሚገናኝ ነው ፡፡

በተጨማሪም PMBOK መመሪያ ፕሮጀክቶችን በተሳካ ሁኔታ እና በብቃት ለማስተዳደር በፕሮጀክት ሥራ አስኪያጆች

ሊይዙ የሚገባቸውን ስምንት ግለሰባዊ እና የአመራር ችሎታዎችን ይገልጻል ፡፡ እንደዚህ ያሉ ክህሎቶች መሪነት ፣

ተነሳሽነት ፣ መግባባት ፣ የቡድን ግንባታ ፣ ተጽዕኖ ፣ የፖለቲካ እና የባህል ግንዛቤ ፣ የውሳኔ አሰጣጥ እና ድርድር ናቸው

[23] ፡፡ ከእነዚህ ውስጥ የተጠቀሱት ችሎታዎች ቁጥራቸው ቀላል የማይባል ቀጥታ ፣ ዓላማን እና በጀትን ለማስተላለፍ
ለፕሮጀክቱ አስፈላጊ የሆነውን ነገር እንዲያደርጉ ሌሎችን ተጽዕኖ ለማሳደር ከአስተዳዳሪው አቅም ጋር በቀጥታ

የሚዛመዱ መሆናቸውን ማወቅ ያስደስታል ፡፡ . በሌሎች ላይ ተጽዕኖ የማድረግ እና ተጽዕኖ የማድረግ አቅም በተለይ

ለፕሮጀክት ሥራ አስኪያጆች በተደጋጋሚ በጄኔራሉ ፣ በሚሠሩባቸው ግለሰቦች ላይ መደበኛ ሥልጣን የላቸውም ፡፡ [23]

እንዲሁም PMBOK ውስብስብ የግንባታ ፕሮጀክቶችን በብቃት ለማስተዳደር ብቁ ያደረጋቸው ለፕሮጀክት ሥራ

አስኪያጅ እጅግ አስፈላጊ ችሎታዎችን ይመራል ራስን ማወቅ ፣ አመራር ፣ በራስ መተማመን ፣ ፈጣን አስተሳሰብ ፣

ተለዋዋጭነት ፣ ታማኝነት እና ሐቀኝነት ፣ ብልህነት ፣ ምናባዊ እና ፈጠራ ፣ ጽናት እና የውሳኔ አሰጣጥ.

Additionally, several researches had proposed the most common skills that must be owned by
project managers (project managers' skills, PMS) in order to manage complex projects
successfully is shown in Table 1. It can be seen that the skills are in line with the PMBOK Guide
the most important skills.

Table 1. Summarized required complex construction project managers' skills obtained from literatures

Communication

1 Owning high communication skills 1, 17, 20, 23, 29, 30, 31

2. Good communication skills with different stakeholders. 1, 17, 20, 23, 29, 30, 31

3 The ability to negotiate 1, 17, 20, 23, 29, 30, 31

4 The ability to give constructive feedback 1, 17, 20, 23, 29, 30, 31

Teamwork & Team building

5. The ability to create strong relations with the team members 1, 17, 20, 23, 24, 29, 30, 31

6. The ability to understand various behavioral characteristics of the team members 1, 17, 20, 23, 24, 29, 30, 31

7. The ability to influence and motive teamwork 18, 23, 24, 30

8. Supporting the team 18, 23, 24, 30

Planning & Coordination

9. be able to develop new initiatives and new ideas 1, 17, 18, 20, 31

10. The ability to keep up with changes 1, 24

11. The ability to plan effectively 1, 24

12. The ability to strategically planning 1, 24

Problem Solving

13. be able to transform the complex areas of the project into easy elements 18, 24

14. The ability to recognize the conflict sources 18, 24

15. The ability to solve conflicts 18, 24

16. The ability to deal with risk easily 1, 24

Interpersonal Skills

17. The ability to deal with various cultures in good way and in different situations 18, 24

18. Owning self-confidence 1, 17, 20, 32

19. The ability to focus 1, 24

20. Owning a clear project vision 1, 32

21. The ability to organize the work 1, 24

22. Keeping Flexible 1, 17, 20

23. Owning high technical skills 1, 24, 31

There are altogether 23 skills that project managers must have to successfully manage complex
projects have been mentioned in several studies, some of them has been mentioned in specific
studies and not mentioned in other studies. This is due to the fact that most of those studies have
investigated the skills needed by the project manager for successfully managing construction
projects in general, regardless of their types and complexity, so they weren't directed specifically
for complex construction projects which is the major target of this study. However, it was
noticeable that the studies of [24] and [1] were the closest studies to this study because they
mentioned and examined the majority of skills matching the skills chosen in our study as long as
these two studies were specifically designed to investigate the skills required by managers for
complex projects only and not for all projects generally as the situation was for the other studies.
In general, these 23 skills come under the categories of teamwork, effective communication with
staff and contractors, and effective resource management, effective planning and training, risk

በተጨማሪም በርካታ ጥናቶችን ውስብስብ ፕሮጄክቶችን በተሳካ ሁኔታ ለማስተዳደር በፕሮጀክት ሥራ አስኪያጆች

(በፕሮጀክት ሥራ አስኪያጆች ክህሎቶች ፣ ፒኤምኤስ) ባለቤት መሆን ያለባቸውን በጣም የተለመዱ ክህሎቶችን
ያቀረቡት በሠንጠረዥ 1 ነው ፡፡ ክህሎቶቹ ከ PMBOK በጣም አስፈላጊ ችሎታዎችን ይምሩ ፡፡

ሠንጠረዥ 1. ከጽሑፍ ጽሑፎች የተገኙትን የተፈለጉ ውስብስብ የግንባታ ፕሮጀክት ሥራ አስኪያጆች ክህሎቶች

በአጭሩ ተደምጠዋል

መግባባት

1 ከፍተኛ የግንኙነት ችሎታዎችን መያዝ 1 ፣ 17 ፣ 20 ፣ 23 ፣ 29 ፣ 30 ፣ 31

2. ከተለያዩ ባለድርሻ አካላት ጋር ጥሩ የመግባባት ችሎታ ፡፡ 1 ፣ 17 ፣ 20 ፣ 23 ፣ 29 ፣ 30 ፣ 31

3 የመደራደር ችሎታ 1, 17, 20, 23, 29, 30, 31

4 ገንቢ ግብረመልስ የመስጠት ችሎታ 1 ፣ 17 ፣ 20 ፣ 23 ፣ 29 ፣ 30 ፣ 31

የቡድን ስራ እና የቡድን ግንባታ

5. ከቡድን አባላት 1 ፣ 17 ፣ 20 ፣ 23 ፣ 24 ፣ 29 ፣ 30 ፣ 31 ጋር ጠንካራ ግንኙነት የመፍጠር ችሎታ

6. የቡድን አባላት 1, 17, 20, 23, 24, 29, 30, 31 የተለያዩ የቡድን አባላትን ባህሪ የመረዳት ችሎታ

7. በቡድን ሥራ ላይ ተጽዕኖ የማድረግ እና ተነሳሽነት ችሎታ 18, 23, 24, 30

8. ቡድኑን መደገፍ 18 ፣ 23 ፣ 24 ፣ 30

እቅድ ማውጣትና ማስተባበር

9. አዳዲስ ተነሳሽነቶችን እና አዳዲስ ሀሳቦችን ማዘጋጀት መቻል 1 ፣ 17 ፣ 18 ፣ 20 ፣ 31

10. ለውጦችን የመከታተል ችሎታ 1, 24

11. ውጤታማ የማቀድ ችሎታ 1, 24

12. ስልታዊ በሆነ መንገድ እቅድ የማውጣት ችሎታ 1, 24

ችግር ፈቺ

13. የፕሮጀክቱን ውስብስብ አካባቢዎች ወደ ቀላል አካላት መለወጥ መቻል 18 ፣ 24

14. የግጭት ምንጮችን የማወቅ ችሎታ 18 ፣ 24

15. ግጭቶችን የመፍታት ችሎታ 18, 24

16. አደጋን በቀላሉ የመቋቋም ችሎታ 1, 24

ሁለገብ ችሎታ

17. የተለያዩ ባህሎችን በጥሩ ሁኔታ እና በተለያዩ ሁኔታዎች የመያዝ ችሎታ 18, 24

18. በራስ መተማመን ባለቤት መሆን 1, 17, 20, 32

19. የማተኮር ችሎታ 1, 24

20. ግልጽ የሆነ የፕሮጀክት ራዕይ ባለቤት መሆን 1, 32

21. ሥራውን የማደራጀት ችሎታ 1, 24

22. ተለዋዋጭ 1, 17, 20 ን መጠበቅ

23. ከፍተኛ የቴክኒክ ክህሎቶች ባለቤት መሆን 1, 24, 31

ውስብስብ ፕሮጄክቶችን በተሳካ ሁኔታ ለማስተዳደር የፕሮጀክት ሥራ አስኪያጆች ሊኖራቸው የሚገባቸው በአጠቃላይ

23 ክህሎቶች አሉ ፣ በብዙ ጥናቶች ውስጥ የተጠቀሱ ናቸው ፣ አንዳንዶቹ በተወሰኑ ጥናቶች ውስጥ የተጠቀሱ እና
በሌሎች ጥናቶች ውስጥ ያልተጠቀሱ ናቸው ፡፡ ይህ የሆነባቸው አብዛኛዎቹ ጥናቶች የፕሮጀክቱ ሥራ አስኪያጅ የግንባታ

ዓይነቶችን እና ውስብስብነታቸውን ከግምት ውስጥ ሳያስገባ በአጠቃላይ በተሳካ ሁኔታ ለማስተዳደር የሚያስፈልጉትን

ክህሎቶች በመረመሩ ምክንያት ነው ስለሆነም ዋና ዓላማው ለሆኑት ውስብስብ የግንባታ ፕሮጀክቶች በተለይ

አልተመሩም ፡፡ የዚህ ጥናት. ሆኖም የ [24] እና [1] ጥናቶች ለዚህ ጥናት በጣም ቅርብ ጥናቶች መሆናቸው ታዝቧል

ምክንያቱም በጥናታችን ውስጥ ከተመረጡ ክህሎቶች ጋር የሚዛመዱትን አብዛኛዎቹን ክህሎቶች በመጥቀስ እና

በመመርመር ስለ እነዚህ ጥናቶች በተለይ ለመመርመር የታቀዱ እስከነበሩ ድረስ ፡፡ ሁኔታው ለሌሎቹ ጥናቶች

እንደነበረው ለአስተዳዳሪዎች ውስብስብ ፕሮጄክቶች ብቻ ሳይሆን በአጠቃላይ ለሁሉም ፕሮጀክቶች አይደለም ፡፡

በአጠቃላይ እነዚህ 23 ክህሎቶች በቡድን ስራ ፣ ከሰራተኞች እና ከኮንትራክተሮች ጋር ውጤታማ ግንኙነት እና

ውጤታማ የሀብት አያያዝ ፣ ውጤታማ እቅድ እና ስልጠና ፣ አደጋ

3.3.1 Communication. Communication can be through various forms such as oral/verbal,

written, and comprehensive communication skills. Oral communication skills are the ability to
communicate efficiently with other orally, and the ability to make effective presentations.
Written communication skills mean the ability to communicate efficiently by writing documents,
letters and reports. Comprehension skills are the ability to understand both the stated and implied
meanings of others [25].Management are some of the important factors.

3.3.2 Teamwork & Team building. Teamwork and team building skills are important skills for
a project leader. These skills include team structure, design skills, identifying the ability of
different project team members, delegation skills and integration skills [26].
3.3.3 Planning & Coordination. Planning and coordination include being able to build
harmonious relationship in order to achieve project goals and dealing with conflicts from both
inside and outside [27]. The project leader must know how to plan, control and coordinate the
various stages and move it in an objective-oriented direction.

3.3.4 Problem Solving. Problem solving skills includes problem-finding, analysing and solving
skills, which are the ability to discover problems in a timely manner, problem-analysing skills,
judging and decision-making skills, as well as problem solving and controlling skills [25].

3.3.5 Interpersonal Skills. Interpersonal skills include being able to deal with people of
different backgrounds, which means the skill of developing relationships with different kinds of
people when needed [27]. Interpersonal skills also involve persuading motivating and inventive
skills. Persuading skills refer to persuading and influencing others to support you in realizing the
objectives of the project [28]. Motivating and inventive skills refer to carrying out special
strategies to motivate team members to work hard by identifying their feelings, needs and
expectations [27, 28].

3.3.1 መግባባት. መግባባት እንደ በአፍ / በቃል ፣ በጽሑፍ እና ሁሉን አቀፍ የመግባባት ችሎታ ባሉ የተለያዩ ዓይነቶች
ሊሆን ይችላል ፡፡ የቃል የግንኙነት ክህሎቶች ከሌሎች በቃል በብቃት የመግባባት ችሎታ እና ውጤታማ አቀራረቦችን

የማድረግ ችሎታ ናቸው ፡፡ የተፃፈ የግንኙነት ችሎታ ማለት ሰነዶችን ፣ ደብዳቤዎችን እና ሪፖርቶችን በመፃፍ በብቃት

የመግባባት ችሎታ ማለት ነው ፡፡ የመረዳት ችሎታ የሌሎችን የተጠቀሱትን እና የተገለጹ ትርጉሞችን የመረዳት ችሎታ

ነው [25]። ማስተዳደር አንዳንድ አስፈላጊ ምክንያቶች ናቸው።

3.3.2 የቡድን ስራ እና የቡድን ግንባታ ፡፡ የቡድን ስራ እና የቡድን ግንባታ ክህሎቶች ለፕሮጀክት መሪ አስፈላጊ ክህሎቶች
ናቸው ፡፡ እነዚህ ክህሎቶች የቡድን መዋቅርን ፣ የዲዛይን ክህሎቶችን ፣ የተለያዩ የፕሮጀክት ቡድን አባላትን ችሎታ

መለየት ፣ የውክልና ችሎታ እና የውህደት ክህሎቶችን ያካትታሉ [26] ፡፡

3.3.3 እቅድ እና ማስተባበር ፡፡ እቅድ ማውጣትና ማስተባበር የፕሮጀክት ግቦችን ለማሳካት እና ከውስጥም ሆነ ከውጭ
የሚመጡ ግጭቶችን ለመቋቋም ተስማሚ ግንኙነት መፍጠር መቻልን ያጠቃልላል [27] ፡፡ የፕሮጀክቱ መሪው የተለያዩ

ደረጃዎችን እንዴት ማቀድ ፣ መቆጣጠር እና ማቀናጀት እና በአላማ-ተኮር አቅጣጫ ማንቀሳቀስ አለበት ፡፡

3.3.4 ችግር መፍታት ፡፡ የችግር መፍቻ ክህሎቶች የችግሮች ፍለጋን ፣ መተንተን እና የመፍታት ችሎታዎችን
ያጠቃልላሉ ፣ ይህም ችግሮችን በወቅቱ የማወቅ ችሎታ ፣ የችግሮች ትንተና ችሎታ ፣ የፍርድ እና የውሳኔ አሰጣጥ

ክህሎቶች እንዲሁም የችግር አፈታት እና የቁጥጥር ችሎታዎች ናቸው [25] ፡፡

3.3.5 የግለሰቦች ችሎታ። የግለሰባዊ ችሎታ (ችሎታ) የተለያዩ አስተዳደግ ያላቸውን ሰዎች ማስተናገድ መቻልን
ያጠቃልላል ፣ ይህም ማለት ሲያስፈልግ ከተለያዩ ዓይነቶች ሰዎች ጋር ግንኙነቶች የመፍጠር ችሎታ ማለት ነው [27] ፡፡

የግለሰቦች ችሎታም እንዲሁ የማበረታቻ እና የፈጠራ ችሎታዎችን ያካትታል ፡፡ የማሳመን ችሎታዎች የፕሮጀክቱን

ዓላማዎች እውን እንዲያደርጉ እርስዎን እንዲረዱዎ ሌሎች ማሳመን እና ተጽዕኖ ማሳደርን ያመለክታሉ [28] ፡፡

ተነሳሽነት እና የፈጠራ ችሎታዎች የሚያመለክቱት የቡድን አባላት ስሜታቸውን ፣ ፍላጎቶቻቸውን እና

የሚጠብቋቸውን በመለየት ጠንክረው እንዲሰሩ ለማበረታታት ልዩ ስልቶችን ማከናወን ነው [27, 28] ፡፡

4. Kuwait

It is noticed that the Gulf Cooperation Council (GCC) is witnessing a remarkable development in
the construction industry due to many reasons which include the existing economic conditions,
the increased population growth and prosperity of various sectors. Kuwait is one of the Gulf
countries which is witnessing a great development in the field of construction industries. The
facts have pointed out to the significance, importance of the construction industry at Kuwait.
Further, decreasing the oil prices in Kuwait will contribute in continuing the expanding of
Kuwait’s projects market and thus will affect the government finances. According to MEED
Projects, Kuwait has awarded KD 1.5 billion ($4.8 billion) worth of contracts in first quarter of
2016, where this has an effect on the total size of the local projects market (private and public,
active and planned) to reach KD 76.6 billion, i.e. an increase of 2.8% year to-date

The previous figures emphasized on the importance of improving the performance of complex
projects in Kuwait regarding the significant contributions of this sector in the Kuwaiti economy.
In addition, the previous studies indicated that complex projects will demand managers with high
managerial abilities and skills that could enable them to manage such projects successfully,
including; strong communication, management and personal skills and intensive managerial
knowledge. As a result of the importance of this aspect and the seriousness of its impact on the
performance of complex construction projects in Kuwait; this study aims to develop a framework
that could be utilized to enhance the complex project overall performance, especially in Kuwait,
through improving project managers skills and abilities.

4. ኩዌት

የባህረ ሰላጤው የትብብር ካውንስል (ጂሲሲ) ነባሩን የኢኮኖሚ ሁኔታ ፣ የጨመረውን የህዝብ ቁጥር መጨመር እና

ብልጽግና በተለያዩ ዘርፎች ባካተቱ በርካታ ምክንያቶች በኮንስትራክሽን ኢንዱስትሪው ውስጥ አስደናቂ እድገት

እያስመዘገበ መሆኑ ተስተውሏል ፡፡ በኩዌት በግንባታ ኢንዱስትሪዎች መስክ ትልቅ እድገት እያስመዘገበች ካለው የባህር

ወሽመጥ አገራት አንዷ ናት ፡፡ እውነታዎች በኩዌት የኮንስትራክሽን ኢንዱስትሪ አስፈላጊነት ፣ አስፈላጊነት

አመላክተዋል ፡፡ በተጨማሪም በኩዌት ውስጥ የነዳጅ ዋጋዎችን መቀነስ የኩዌት የፕሮጄክቶች ገበያ መስፋፋቱን

ለመቀጠል አስተዋፅኦ ይኖረዋል እናም ስለሆነም በመንግስት ፋይናንስ ላይ ተጽዕኖ ያሳድራል ፡፡ በመኢአድ ፕሮጄክቶች

መሠረት ኩዌት እ.ኤ.አ. በ 2016 የመጀመሪያ ሩብ ዓመት ውስጥ 1.5 ቢሊዮን (4.8 ቢሊዮን ዶላር) ዋጋ ያላቸውን

ኮንትራቶች ሰጥታለች ፡፡ 76.6 ቢሊዮን ፣ ማለትም እስከ አሁን ካለው የ 2.8% ጭማሪ

የቀደሙት ቁጥሮች በኩዌት ኢኮኖሚ ውስጥ የዚህን ዘርፍ ከፍተኛ አስተዋጽኦ በተመለከተ በኩዌት ውስጥ ውስብስብ

ፕሮጀክቶችን አፈፃፀም ማሻሻል አስፈላጊነት ላይ አፅንዖት ሰጥተዋል ፡፡ በተጨማሪም ቀደም ሲል የተደረጉት ጥናቶች

ውስብስብ ፕሮጀክቶች እነዚህን የመሳሰሉ ፕሮጀክቶችን በተሳካ ሁኔታ ለማስተዳደር የሚያስችሏቸውን ከፍተኛ

የአመራር ችሎታ እና ችሎታ ያላቸውን ሥራ አስኪያጆች እንደሚጠይቁ አመልክተዋል ፡፡ ጠንካራ የግንኙነት ፣

የአስተዳደር እና የግል ችሎታዎች እና ጥልቅ የአስተዳደር ዕውቀት ፡፡ የዚህ ገጽታ አስፈላጊነት እና በኩዌት ውስጥ

ውስብስብ የግንባታ ፕሮጀክቶች አፈፃፀም ላይ የሚያሳድረው ከባድነት የተነሳ; ይህ ጥናት የፕሮጀክት ሥራ

አስኪያጆችን ችሎታ እና ችሎታ በማሻሻል የተወሳሰበውን የፕሮጀክት አጠቃላይ አፈፃፀም በተለይም በኩዌት ለማሳደግ

የሚያስችል ማዕቀፍ ለማዘጋጀት ያለመ ነው ፡፡

5. Conclusion

This study describes that the challenges faced by complex projects in Kuwait construction
industry. The biggest challenge faced by the complex project is the of delay and overrun that
lead to financial loss and project workflow crashes. To overcome it, a technical solution and a
well managed from their project managers are required. The latter requires the project manager
to have skills as suggested by PMBOK Guide and several previous literature reviews. The
potential skills for project manager such as shown in Table 1 consist of 24 elements. It was found
that skills such as teamwork, effective communication with staff and contractors, and effective
resource management, effective planning and training, and risk management are some of the
important factors. The findings of this research will contribute to the existing literature on
developing a project manager skills framework (PMSF) that can be used by academic,
professional, business practitioners, and policy makers in identifying the issues facing
construction projects and providing successful outcomes

5. ማጠቃለያ

ይህ ጥናት በኩዌት ኮንስትራክሽን ኢንዱስትሪ ውስጥ ውስብስብ ፕሮጄክቶች ያጋጠሟቸውን ተግዳሮቶች ይገልጻል ፡፡

ውስብስብ ፕሮጀክቱ ያጋጠመው ትልቁ ፈተና ወደ ገንዘብ ኪሳራ እና የፕሮጀክት የስራ ፍሰት ብልሽቶች የሚያመራ

መዘግየት እና ከመጠን በላይ መዘግየት ነው ፡፡ እሱን ለማሸነፍ ከፕሮጀክት አስተዳዳሪዎቻቸው ቴክኒካዊ መፍትሄ እና

በጥሩ ሁኔታ የሚተዳደር ያስፈልጋል ፡፡ የኋለኛው ደግሞ የፕሮጀክቱ ሥራ አስኪያጅ በ PMBOK መመሪያ እና በበርካታ

ቀደምት ሥነ-ጽሑፋዊ ግምገማዎች እንደተጠቆመው ችሎታ እንዲኖረው ይጠይቃል ፡፡ በሠንጠረዥ 1 ላይ

እንደሚታየው ለፕሮጀክት ሥራ አስኪያጅ ያለው ችሎታ 24 ንጥረ ነገሮችን ያቀፈ ነው ፡፡ እንደ የቡድን ስራ ፣

ከሰራተኞች እና ከኮንትራክተሮች ጋር ውጤታማ ግንኙነት እና ውጤታማ የሀብት አያያዝ ፣ ውጤታማ እቅድ እና

ስልጠና እና የአደጋ ተጋላጭነት አያያዝ የመሳሰሉት ክህሎቶች መሆናቸው ታወቀ ፡፡ የዚህ ምርምር ግኝት በአካዳሚክ ፣

በባለሙያ ፣ በንግድ ሥራ ባለሙያዎች እና በፖሊሲ አውጭዎች የግንባታ ፕሮጀክቶችን የሚያጋጥሙ ጉዳዮችን

ለመለየት እና የተሳካ ውጤቶችን ለማቅረብ የሚያስችል የፕሮጀክት ሥራ አስኪያጅ ችሎታ ማዕቀፍ (PMSF)

ለማዘጋጀት አሁን ላለው ሥነ ጽሑፍ አስተዋፅዖ ያደርጋል ፡፡