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Selecting Project Managers: An Integrate... > A Profile for Selection Purposes

A Profile for Selection Purposes

The profile, or list of specifications, presented here was developed in two major stages. It was first necessary to bring together all information published to date on project management. A review of the literature was carried out, concentrating mainly on North American texts. Sixty or so specialized publications were analyzed and then summarized around two main themes: first, the functions, tasks, and roles of a project manager, and second, the demands of the work in terms of training, experience, aptitudes, abilities, skills, and other personal characteristics. This review (33) (34) formed the basis of the second stage, which was to draw up a list of specifications suitable for use in the selection process. A basic framework was required to structure the mass of gathered information into a coherent model. The method used for this delicate analysis and synthesis task was inspired by similar work in the field of general management, such as the Academy of Management and Development Dimensions International’s American Association of Collegiate Schools of Business Outcome Measurement Project (2), the American Management Association and McBer & Company’s Competency Program (7), Gerstein Reisman and Associates’ Selection Profile (19), and other contributions (6) (8) (20) (21) (23) (27).

The list thus obtained is presented in tabular form in Table 1. It proposes twenty-one predictors grouped into five sets. Each predictor is conceptually defined by the main dimensions found in the literature. For practical purposes, however, these predictors should be tailored to each individual case by means of indicators specific to the position to be filled and according to the selection tools chosen. These predictors have been defined in task-related terms specially to be used with content-validated selection tools, for example, interviews, simulations like the in-basket (29), group discussions, and other assessment center methodology techniques (46).


  

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