Using a sample of 102 Portuguese public-sector officials with project management experience, this study examines the characteristics of effective project managers in the Portuguese public sector. Factor-analysis procedures are used to identify the factors related to areas of knowledge relevant to effective project management. The results appear to stress the increasing importance of people, organizational, and leadership skills in the effective management of today's complex and dynamic projects.
BrunettoY., & Farr-WhartonR. (2003). The impact of government practice on the ability of project managers to manage. International Journal of Project Management, 21, 125–133.
3.
CrawfordL., CostelloK., PollackJ., & BentleyL. (2003). Managing soft changes in the public sector. International Journal of Project Management, 21, 443–448.
4.
DietrichP., & LehtonenP. (2005). Successful management of strategic intentions through multiple projects—reflections from empirical study. International Journal of Project Management, 23, 386–391.
5.
DvirD., SadehA., & Malach-PinesA. (2006). Projects and project managers: The relationship between project managers’ personality, project types, and project success. Project Management Journal, 37(5), 36–48.
6.
EmeryY., & GiauqueD. (2003). Emergence of contradictory injunctions in Swiss NPM projects. International Journal of Public Sector Management, 16, 468–481.
7.
HairJ. F.Jr., AndersonR. E., TathamR. L., & BlackW. C. (1998). Multivariate data analysis.Upper Saddle River, NJ: Prentice Hall.
8.
HoodC. (1995). The ‘new public management’ in the 1980s: Variations on a theme. Accounting Organizations and Society, 20(2/3), 93–109.
9.
LawtonA. (2005). Public service ethics in a changing world. Futures, 37, 231–243.
10.
MullerR. (2003). Determinants for external communications of IT project managers. International Journal of Project Management, 21, 345–354.
11.
PantI., & BaroudiB. (2008). Project management education: The human skills imperative. International Journal of Project Management, 26, 124–128.
12.
PartingtonD. (1996). The project management of organizational change. International Journal of Project Management, 14, 13–21.
13.
SmithB., & DoddsB. (1997). Developing managers in the project-oriented organization. Journal of European Industrial Training, 21(5), 165–170.
14.
TorresL., & PinaV. (2004). Reshaping public administration: The Spanish experience compared to the UK. Public Administration, 82, 445–464.
15.
WisniewskiM., & ÓlafssonS. (2004). Developing balanced scorecards in local authorities: A comparison of experience. International Journal of Productivity and Performance Management, 53, 602–610.
16.
YasinM. M., MartinJ., & CzuchryA. (2000). An empirical investigation of international project management practices—The role of international experience. Project Management Journal, 31(2), 20–29.
17.
YasinM. M., CzuchryA. J., & WafaM. A. (2002). Project management practices: Then and now. Thunderbird International Business Review, 44, 253–262.
18.
ZimmererT. W., & YasinM. M. (1998). A leadership profile of American managers. Project Management Journal, 29(1), 31–38.
