| Revista: | Revista de gestao e projetos |
| Base de datos: | CLASE |
| Número de sistema: | 000418064 |
| ISSN: | 2236-0972 |
| Autores: | Yamasaki Sato, Carlos Eduardo1 Gnanaratnam, Ajantha Samuel |
| Instituciones: | 1University of Sussex, Brighton, East Sussex. Reino Unido |
| Año: | 2014 |
| Periodo: | May-Ago |
| Volumen: | 5 |
| Número: | 2 |
| Paginación: | 1-23 |
| País: | Brasil |
| Idioma: | Inglés |
| Tipo de documento: | Artículo |
| Enfoque: | Analítico |
| Resumen en inglés | The differences between an Internal and External Project Manager (IPM & EPM) are usually overlooked in the project management literature. However these differences may have a significant importance when selecting a project manager, having possible adverse impact on the overall project performance if these differences are not properly considered. This paper elaborates a framework for the differences between an IPM and EPM and tests it against three organisations using quantitative (survey) and qualitative (semi-structured interviews) research methods. The research concludes that both types of PMs should not be viewed within the same light, as they each have a different role, skillset, issue management style and project success rate. In particular, IPMs tend to deploy a more ‘reactive’, whereas EPMs tend to use a more ‘proactive’ management style. Also, moving from IPM to EPM is frequently seen as a career progression. These differences may have major implications on how project managers are selected, promoted and recruited |
| Disciplinas: | Administración y contaduría, Economía |
| Palabras clave: | Planeación, Empresas, Proyectos, Gerentes, Recursos humanos, Habilidades, Factores internos, Factores externos |
| Texto completo: | Texto completo (Ver PDF) |
