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Project Management Journal
Background The jury is still out on whether project management is an art rather than a science. One thing is still true, however, a project can have in place all the necessary disciplines for good project execution - a meaningful statement of work, detail schedules, and change management, for example and still end in failure. Applying the tools, techniques, and knowledge of project management does not guarantee success. It only affects the likelihood of success, depending on the environment and the degree that the basic functions of project management are applied.
Many of the current theories take on a psychological rather than socio-logical approach regarding the influence of individuals on just about any endeavor. Many of these theories are based upon the Myers-Briggs Type Indicator, which identifies 16 differ-ent patterns of behavior or tempera-ment action, and the work of David Merrill and Roger Reid, which identi-fies four basic social styles bases upon psychological variants.
Only recently has the influence of the project manager's personality on project performance received recogni-tion. The Project Manager Competency Model of Keane, Inc. attempts to analyze personality according to four clusters: problem-solving, managerial identity, achieve-ment, and influence. Combined, these four clusters consist of 17 core competencies.
Such attempts at analyzing the influence of the project manager's personality do little to account for the "teambuilding" perspective of project manages and how they respond to that environment via the application of project management disciplines. A key variant in managing a proj-ect successfully is the project manag-er's style or approach toward a team-building situation. How project man-agers perceive their environment, respond to events, process informa-tion, and interact with others influ-ence the outcome of projects …………….
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