Influencia de las competencias interpersonales en el camino hacia la madurez organizacional en dirección de proyectos

Resum

The development of new models such as IPMA Competence Baseline (ICB-4), the Project Manager Competency Development Framework of PMI (PMCDF-3) or the international standard ISO 21510 Project Manager Competencies, suggests to research about the benefits of competencies in project management. Through the comparison between interpersonal skills defined by PMI and the behavioural competence range of IPMA, a hierarchy of the resulting interpersonal competences (leadership, engagement & motivation, reliability, results orientation, negotiation and conflict management) is set and their significance are determined statistically. When a project-oriented organization endorses such attributes, converting them into corporate values, referred interpersonal competences can be transformed into dynamic and high performance capabilities; offering, through the development of strategies and policies, an infrastructure that gives the organization its distinctive character, a role model in which business development can be referenced and a flexible but comprehensive guidance in decision-making against changing circumstances; and increasing its own maturity by improving the efficiency with which management processes are managed and the effectiveness of their results, providing a stable performance indicator.