| Abstract [eng] |
This thesis analyzes the role of general competencies in the success of engineering project managers. The relevance of the topic is driven by the changing nature of engineering projects, which are increasingly influenced by digitalization, technological complexity, sustainability requirements, and the need to work with multidisciplinary specialists. Although engineering project managers are traditionally associated with technical knowledge and project management methods, the analysis shows that these elements alone are insufficient to ensure successful project outcomes. Therefore, this thesis addresses the problem of what role general competencies play in the success of engineering project managers. The theoretical part examines the concept of competence and general competencies, their models, and their significance in project management. General competencies are transferable skills that help individuals operate in changing professional situations; they encompass communication, collaboration, conflict management, critical thinking, self-regulation, planning, decision-making, and the use of information and technology. Based on this, a theoretical model was developed in this study, distinguishing three main groups of general competencies relevant to engineering project managers: the ability to act autonomously, the ability to act in socially heterogeneous groups, and the ability to use tools interactively. The empirical part of the work is based on a qualitative research strategy. Semi-structured interviews were conducted with nine project managers with direct experience in engineering project management. The collected data were transcribed, coded, and analyzed using MAXQDA software. The study aimed to identify which general competencies are characteristic of engineering project managers, which ones they lack, and how these competencies relate to project success. The results demonstrated that project success is associated with on-time delivery, adherence to budget, quality, fulfillment of client expectations, and added value. The strongest correlations were found between success and the competencies of collaboration, communication, risk management, problem-solving, planning, and organization. Unsuccessful projects, on the other hand, were most frequently linked to deficiencies in problem solving, risk management, planning and control, communication, and collaboration competencies. Therefore, the study confirms that the success of engineering project managers depends not on a single competence, but on the interaction of several general competencies within a specific project context. The conclusions of the thesis emphasize that general competencies are an essential factor in the success of engineering project managers. They contribute directly to on-time project execution, budget control, quality assurance, client satisfaction, and the creation of added value. The study also revealed that general competencies should be integrated into the selection, assessment, and development processes of engineering project managers. Although the study is limited by a small sample size, its results provide a significant theoretical and practical foundation by revealing how general competencies manifest in the daily engineering project management environment and how their presence or absence affects project outcomes. |
