CONSTRUCTION/ENGINEERING PROJECT MANAGEMENT PROGRAMME

SCHOOL OF ENGINEERING

MASTERS IN CONSTRUCTION/ENGINEERING PROJECT MANAGEMENT

PROJECT REPORT
PROJECT TOPIC

The qualities of a project manager which leads for success residential

construction market in Auckland, New Zealand.

BY
NAME: Jeyaveerasingam Jayachanthiran
[ID NO: 1393588]

Supervisor
Dr:John Tookey

DATE
24/Oct/2014

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_____________________________________________________________________________

Declaration
This is to certify that

(a) I am responsible for the work submitted in this report

(b) Information presented not been directly copied from books, journals or other publications

without duly acknowledging source

(c) All such works have been cited conforms with academic norms

(d) Work contained herein has not been submitted as part of the MCM or to any other institution.

(e) I have no objection to information in this report being used for academic purposes (you may

delete this if you wish).

Signature and Name

J.Jayachanthiran
_____________________________________________________________________________

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 Acknowledgements

I wish to express my deep appreciation to my supervisor, Professor John Tookey, for his encouragement,

continuous guidance, helpful comments, patience and suggestions throughout the whole research.

Also, I would thank all of the Senior Project Managers from different residential constructions companies

in Auckland, who participated in my research as interviewees.

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 Abstract
We can say construction industry is incompatible from other industries as it has unique features.

Construction projects usually have variety of individuals and organizations are involved to achieve specific

task within a given specific time. Therefore adequate management qualities are vital for a Project Manager

in managing the given construction project. Excellent Project Management can improve productivity with

effectiveness, extra effort and satisfaction

The key objectives of this study is to identify the qualities of a project manager which leads for success

residential construction market in Auckland, New Zealand .This study was focus on the build in personal

qualities and not on the external environment.

The objectives of this research have been achieved through a comparative study of closed-ended

questionnaires with interviews .Three questionnaire surveys have been conducted and were distributed to

construction project managers from three different private companies, who are currently engaged as senior

project managers for residential projects in Auckland.

The results of analysis indicate that the chosen ten qualities which greatly influence the success of

residential construction projects include: Honesty and Integrity, Self-Confidence, Motivation, Self

determination, Leadership, Intelligence, Flexibility, Thoroughness, Self-Awareness and Fast thinking and

immediate action.

The study concluded that these project manager qualities influence the success of the project positively, and

it can be gained through continuous training, learning and improving. Also, it concluded that personal

factors have an important influence on the effectiveness of project manager, and the lack of these qualities

may lead for adverse affects to project.

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 Table of contents

1. Chapter 1- Introduction ……………………………………………………………………………………8

1.1 Topic…………………………………………………………………………………………………… 8
1.2 Research background………………………………………………………………………………...8
1.3 Description of the research ………………………………………………………………………….9
1.4 Research Question ………………………………………………………………………………......9
1.5 Methodology ……………………………………………………………………………………….10
1.6 Chapter Synopsis……………………………………………………………………………………10
1.7 Conclusion……………………………………………………………………………………………..10

2. Chapter 2- Literature Analysis.......................................................................................................................11

2.1 Meaning of project…………………………………………………………………………………….11
2.2 Project Management..............................................................................................................................12
2.3 An effective Project Manager’s skills and qualities …………………………………………………..13
2.4 Links between project manager qualities and success/failure of the project …………………………16
2.5 Necessity of project management qualities in residential construction
business in Auckland...........................................................................................................................18
2.6 Summary................................................................................................................................................20

3. Chapter 3 – Methodology…………………………………………………………………………………….23
3.1 Introduction……………………………………………………………………………………….. ….23
3.2 Methodology Map……………………………………………………………………………………..24
3.3 Research Methodology………………………………………………………………………………..25
3.4 Reasons for choosing questionnaire method…………………………………………………………..26
3.5 Questionnaire design.............................................................................................................................27
3.6 Organization of the questionnaires........................................................................................................27
3.7 Method of applying the questionnaire method......................................................................................27
3.8 Reliability and validity in data collection……………………………………………………………..28
3.9 Ethics considerations………………………………………………………………………………….28
3.10 Summary…………………………………………………………………………………………….29

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 4. Chapter 4 -Results and Discussion…………………………………………………………………….30
4.1 General information...............................................................................................................................30
4.1.1 Experience and educational qualifications....................................................................................30
4.1.1.1 Experience..............................................................................................................................30
4.1.1.2 Educational qualifications.......................................................................................................31
4.1.2 Number of residential projects have you engaged in the last 5 years............................................32
4.1.3 Nature of your employer in the business during the last three years...............................................33
4.2 Project Manager leadership qualities which affect the success of residential
construction projects..........................................................................................................................33
4.2.1 Honesty and Integrity.....................................................................................................................34
4.2.2 Self Determination...........................................................................................................................35
4.2.3 Leadership.......................................................................................................................................36
4.2.4 Flexibility........................................................................................................................................37
4.2.5Self Awareness.................................................................................................................................38
4.2.6 Self Confidence...............................................................................................................................39
4.2.7 Motivation.......................................................................................................................................40
4.2.8 Intelligence.....................................................................................................................................41
4.2.9 Thoroughness..................................................................................................................................42
4.2.10 Fast Thinking and Immediate Action.......................................................................................... 43
4.3 Summary .................................................................................................................................................44
4.4 Answering the Research Question...........................................................................................................46

5. Chapter 5 - Conclusions and Recommendations………………………………………………… ……..47

6. Bibliography………………………………………………………………………………………………..50

7. Appendix: Questionnaire…………………………………………………………………………………..52

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List of Tables
Chapter (2)
Table 2.1 Summary of the major leadership qualities....................... …………………………………......20
Table 2.2 Summary of the major leadership qualities.................................................................. …….......21
Chapter (4)
Table 4.1 Experience....................................................................................................................................30
Table 4.2 Educational qualifications ............................................................................................................31
Table 4.3 Number of residential projects have you engaged in the last 5 years...........................................32

Table 4.4 Nature of the employer in the business during the last three years..................................33

Table 4.5 Honesty and Integrity....................................................................................................................34

Table 4.6 Self Determination.........................................................................................................................35
Table 4.7 Leadership......................................................................................................................................36
Table 4.8 Flexibility.......................................................................................................................................37
Table 4.9 Self-Awareness...............................................................................................................................38
Table 4.10 Self-Confidence............................................................................................................................39
Table 4.11 Motivation....................................................................................................................................40
Table 4.12 Intelligence...................................................................................................................................41
Table 4.13 Thoroughness...............................................................................................................................42
Table 4.14 Fast thinking and immediate action.............................................................................................43

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 CHAPTER ONE

1.0 Introduction

1.1 Topic

This research aims to identify the qualities of a project manager which leads for success residential

construction market in Auckland, New Zealand.

1.2 Research background

It is essential for construction business owners to know their construction project manager can greatly

affect the success of the business. Especially where there is a huge demand in housing needs in the near

future for Auckland region, residential construction business can be rapidly grown in the near future. Also it

is very important for project managers who works for any company should have a wide range of skills and

right experience which help them to lead a team and run various projects simultaneously.

Project management is not only about time, cost and quality but also linked to human resources

management. The choice of unsuitable project managers, not well planned project and lack of support from

top management can be major factors of project failure. There are other factors which influence the

project success or failure which include planning, site supervision and leadership.

It can be a misconception that residential construction works don’t need a Project Manager. Most of the

residential building horror stories regards to project failures may avoided if a Project Manager had engaged

at an early stage of the project. It is possible to apply the same project management procedures used in

commercial construction to residential projects, just on a smaller scale.

There will be a huge demand for the housing and the Auckland council is preparing to accommodate

additional one million people which need four hundred thousand new homes by 2040 (Auckland council

plan -2014) .

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Currently, there is a shortage of 20,000 to 30,000 homes in Auckland region, and previous studies says

13,000 new dwellings will be the demand each year to meet projected population growth over the next

thirty years only for this region (Spencer.G – 2013).

This project will investigate the required qualities of a Project Manager (who works as an employee to a

construction company which engaged in residential construction within Auckland region) that contribute

towards project success within the Auckland residential construction market .And the result of the survey

and findings of this research will provide information on the variety of required qualities for a project

manager in order to succeed the given project.

1.3 Description of the research

Aim

This research aims to identify the qualities of a project manager which leads for success residential

construction market in Auckland, New Zealand.

Objectives

The research will investigate and hopes to achieve the following.

 Identify the key project management qualities which affect the residential construction project success.

 Identify links between project manager qualities and success/failure of the project

 To analyse the necessity of project management qualities for success of residential construction

projects in Auckland

1.4 Research Question

The research will seek to answer the question what are required project manager qualities which lead

success of residential construction organisations in Auckland? When we consider project managers within

the residential construction sector, there are two varieties of professionals in Auckland. One is the project

manager as an employee for company which runs residential construction projects while the other is project

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manager works for client. For example if the client is Housing New Zealand Corporation, they have their

own project management team for a residential construction company as employee. This research is to find

the answer for required qualities of a project manager works as an employee.

1.5 Methodology

The research is about the qualities of a project manager which leads for success residential construction

market in Auckland, New Zealand. It had adopted a qualitative approach to data collection using

Questionnaires and making interviews.

1.6 Chapter Synopsis

The report is presented as follows:

 Chapter one explains an introduction and background to the survey.

 Chapter two literature reviews and analyses of the research.

 Chapter three, the survey methodology.

 Chapter four presents the descriptive results and discussion .

 Chapter five provides discussion and conclusion.

1.7 Conclusion

Overall, identified and analysed project manager qualities which lead success of residential

construction organisations in Auckland are includes, Honesty and Integrity, Self-Confidence,

Motivation, Self determination, Leadership, Intelligence, Flexibility, Thoroughness, Self-Awareness

and Fast thinking and immediate action in this study .Further statistical information should be sought

to try to better determination of the research such as increase the participants of the survey conducted.

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 CHAPTER TWO

2.0 Literature Analysis

This section covers the main body of the literature review. Author intends to do research readings under the

topics meaning of project, project management. An effective Project Manager’s skills and qualities,

development of project management leadership qualities, Links between project manager qualities and

success/failure of the project and necessity of project management qualities in residential construction

business in Auckland.

2.1 Meaning of project

Meaning of Projects can be as having limitations, generally determined by time, relevant resources,

features of the process and the outcome (final product). At the same time. Projects hold the main business

for a company especially in construction field. According to Gary and Larson (2008) projects are more

complex , budget and resource, non routine , design for the purpose of performance specification and on

time effort which limited by scheduled time to meet the needs of client.

Project can be a temporary step to produce any product or services. This can be created by a

management for the purpose to deliver one or more products in according to specific requirements.

The projects are created for the purpose of creation of wealth, improvement of quality life, build better

communities etc. Robert Carson defines the basic definition of a project. The project is can be temporary

effort to produce a unique product or service. This reference points out environment of running project can

be totally different from the other daily works or a regular team which performs similar activities in a daily

basis. He identifies that a project rely on to the employees who engaged within the project which

includes their commitments , honesty and the motivation to the given project will determine the success

of the project .

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2.2 Project Management

A construction project manager as an employee for a company, who is the individual responsible for the

overall coordination of the entire construction program for his/her employer. Coordination of the whole

construction programme includes engagement in planning, designing, dealing the procurement strategy and

conducting the construction. The duties of the project manager include defining the goals clearly, do

investigations for any alternative solution for specific problem/s, and Conduct a detailed and developed

plan to produce the chosen programme reality

Project management can be a process which is used to control the process to achieve the project objectives.

And this happens by adopting the resources and organisational structure. Purpose is to manage a project

with the use of required tools and techniques by avoiding any disturbances to the schedule of the company

(Munns and Bjeirmi -1996).

Construction industry is the larger industry and is more of a service than a manufacturing in the world.

Growth in this industry in New Zealand is one of the indicators of the economic conditions of a country.

One of the main reasons is construction industry intake a wider employment circle of employment in New

Zealand. There are considerable numbers of projects exhibit cost overruns, time delays, and conflicts

within the relevant parties.

Gray and Larson (2006) suggest Project management is about task gaining from any organisation or

company. When we narrow this idea to construction field the process allows construction project managers

to use their right skills, to do performing and controlling the project and expertise to plan and tools within a

given limited time by satisfying the project specific requirements.

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Project Management is application of knowledge, skills, tools, and techniques to project goals to satisfy

stakeholder requirements and prospects.

Project Management is about process. And the process includes defining the project, monitoring,

controlling and delivering according to the agreement of benefits within the parties. The reference further

says Project Management is acknowledged as most proficient method of managing the changes in projects

(APB body of knowledge - Fifth edition)

2.3 An effective Project Manager’s skills and qualities

According to CHAOS report (The Standish Group International, 2001), some of the essential skills for a

professional construction project manager are technological skills , operational, responsiveness, business,

good communication skills , process, results, realism and to successfully execute the project .

Project manager must have number of skills which to apply for execution of the given project. Project

manager’s key responsibility is to guide the rest of the team to successfully complete the tasks relevant to

the project.

Knowledge of technical field gives the project manager the add on to give leadership in a technically based

project. It is the ability of understand important characteristics of the project. And provides capable to

convey the messages to the technically experts such as electricians, plumbers etc .Where as

administrative skills of the project manager covers coordination, management, planning, organizing and

control the project

According to Steven.S (2012), there should be a good project manager for the success of any project and

without the skills of an effective leader, construction progress can be slow and misinterpretation can cause

risks to the entire project. He adds the most vital qualities which for a project manager have for manage a

given construction project. The qualities include good vision, communication, positive attitudes, and

delegation ability and keep calm when under pressure.

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Construction projects have hazels such as wrong budgeting, time overrun and lack of communication

within the parties, insufficient control etc. It is very important make proactive style from the early stage of

engagement in the process. A project manager as a professional in the industry should be able to

communicate in a prudent and flexible way within his team and other stakeholders involved in the process.

Because team and other people in the process can amalgamate the strength of motivation, efficiency and

creativeness without pushing them to seek for special personal goals, but seek them as team task.

Project Manager should have the power to viaduct any critical situations without effecting the project and

organization. At the same time Project Manager must have a point of view regards to any relevant risk. A

successful project manager does planning, organising and monitor the project he execute to achieve the

goal successfully. David.C.B defines top ten traits of project managers which are naturally having

commanding style; ability of immediate sought through or examines, goal setting, good observer,

reevaluation of project priorities often, good listener rise up good questions.

PM perspectives research group (2011) report describes about characteristics which make a good

project manager, the article describes set of personality characteristics. An effective project Manager has

not holds a single personality profile, instead project managers having seven traits which includes careful,

reliable, energetic, dynamic, controlling, socially confident, evaluative, persuasive and behavioural.

Robert .C says top ten qualities of en effective project manager are vision , communication , integrity or

loyalty , enthusiasm or passion , leadership competence , delegation ,composure, team building and

problem solving. And Felix.M (2013) defines a combination of key qualities which important for any truly

effective project leader/manager. The reference says an effective project manager be an excellent

communicator, be honorable person, enthusiastic attitude , good problem solver , be a cool and collected,

good delegator , competent to carry out the project smoothly. Also Timothy R. Barry (2010) points out

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top ten qualities of a project manager, inspires a shared vision, ability to communicate with people at all

levels in the work flow, honesty and integrity, eagerness, understanding, skill, ability of delegating tasks,

keep cool environment under pressure, possessing the team building skills and problem solving abilities are

the top ten in rank. Project Accounting (2012) article says about the twelve key qualities which project

managers need to give priority to project success and to build an effective team. The twelve top qualities

include set the vision, set the tone, delegate and then let go, communicate clearly, take a creative approach

to problem solving, keep calm under pressure, value and champion the team, make sound decisions,

understand and use the technology to apply good working practices, help the team to gel and build

consensus where appropriate and see the big picture.These four references mentioning mostly, the same or

similar qualities for a project manager to be an effective professional in the field.

Usually, project manager must be a trained person of some extra ordinary skills which includes managing,

developing, controlling or overseeing the project/s, knowledge on scheduling, estimating, decision making,

team building, proactive etc. Depends on the size and the complexity of the project, the project manager

quality requirements can be varied. For example depends on client’s scope of the project, project manager

to defined everything which include the size of the team , forming the right size with the right quality and

capability of man power is a big challenge for a project manager. He/she must be a talented / skilled person

to make the right choice among the crowd of human. This skills are to build a team with high-

performance , manage achieve the client prospects and clear idea /s of project success are the

required skills being expected from project managers on projects with higher complexities.

Debbie B.C (2013) demonstrates “What Makes a Great Project Manager?” The article is about the key

personalities for successful project managers which include love of their work and accepting the challenges

,clear vision and do communicate the vision ,strong team building competence and setting positive tones,

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structuring and do alignment ,ability of creating environment and adequate direction, strong interpersonal

competence , listen and lead their teams ,discipline and completing each stage of the project and ability of

communication which is knowing when and to whom to make communicate.Great project managers are

well organized people, they keep on disciplined. And they are educated and serious on their deadlines.

Project Managers have the capability of coordinate and organise the activities of number of different

people, they know how to organise many activities/ tasks by providing priorities by balancing

simultaneously. Especially, they always urge to maintain the integrity of the project and the team, like to

get satisfaction on taking ownership in projects which they carry out.

2.4 Links between project manager qualities and success/failure of the project

Lewis (2005) defined about success of a given project, it is about satisfying the stakeholders such as client,

council and others involve in the process in order to achieve the objectives. And this can be gained by

knowing the outcome of the project process in the early stage and carry out the project.

Muller and Turner (2007) says followings are two main gears of project being successful when use project

management technique.

 Success factors are components of a project which induce more chances of success and they are

independent variable.

 Success criteria of projects can be measured by determination from successful outcome of a

completed project and they are dependent variables which assess project success.

And Muller and Turner points out, the contribution of the project manager and his or her skills to the

success of the project nearly has been disregarded by the project management literatures often. This

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reference further says project manager’s leadership characteristics such as emotional flexibility, motivation,

communication, compassion and thoroughness are linked to project success.

Even though the links between project management style and project modes has been studied by some

researchers, the indication for the project manager personality influence on project performance and project

success looks like not indicated or very less.

And when we put careful consideration on these literatures, technical skills and leadership quality are

mentioned to be necessary for an effective project manager, but there were no clear idea of relationship

between skills, personality and project success.

Lim & Mohamed (1999) says project success can differentiate into two different ways which are micro and

macro viewpoint. The reference makes more meaningful of what project success means to individuals.

According to Pinto and Slevin (1988), the project fails if there are no or lack of project management

qualities which includes project manager administration, human skills, and influencing skills. These

qualities strongly effects to the success or failure of projects.

There are considerable numbers of factors which link to qualities of project managers are essential to

successfully complete the project. Project manager plays major roles in construction project and his/her

qualities are more crucial in several stages of the process which includes influence at project planning

stage, during scheduling and communication with all the parties involved within the process. And

experience and the knowledge of handling various stakeholders are significant to succeed construction

projects. Self confidence, self determination and self awareness are also very important qualities for the

project manager which adds on values to succeed construction project.

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2.5 Necessity of project management qualities in residential construction business in Auckland.

It is very important to have project manager for housing development in Auckland region. In order to

improve the success of the housing development process, the project manager must be self-confident and

get enough exposure to the project management environment, skill, knowledge and all the adequate

technical aspects. He/ She must have a best understanding of the client requirements, deliver the project

within the given time frame, keep the spending within the budget, making sure the functional requirements

and the required quality standard plus ensure the satisfaction of the client. In addition to these requirements,

the project manager should posses the positive attitude, be responsible, be focused on a continual

improvement process in his /her profession and be able to accept the changes and seek for advices if

necessary.

Project Manager is an expert to play important coordination roles and provide the essential links between

the project team, client and other stakeholders during the project management process (Abu Hassan Abu

Bakar – 2011). And the project manger will also engage to eliminate the disputes, encourage the

productivity enhancement and synergy. Project manager plays critical role during the project execution.

Project manager/s takes the responsibility of overall success of the project within the limitations of costs,

time, and quality and safety issues.

According to Auckland council’s (2014) plan, there will be a huge demand for the housing .And the

council is preparing to accommodate additional one million people which need four hundred thousand new

homes by 2040 .And the council insists priorities such as increase housing supply, increase housing choice

to meet the diverse preferences and needs, improve the quality of existing and new housing and improve

the housing affordability. The reference indicates about the demand of housing supply with adequate

qualities to satisfy the requirements. Therefore it is essential adopt a stream of professional services during

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the execution of the future housing projects in Auckland , proper project management will be one of the

solution to do so within this region.

Residential construction market is one of the country’s economy with considerable effect for the wellbeing

of Aucklanders. Residential Construction Sector Market Study (2013) points out residential construction

sector contribute four percentage of county’s GDP. And importance of ensuring the sector is operating

efficiently has been highlighted. The report further says about common characteristics which drives

industry outcomes such as liability and demand.And the recent experiences regards to leaky buildings,

including the liability of the sector, have spoiled trust and confidence within the sector. This problem force

the industry for create coordination and transactional inadequate. Therefore options to consider are better

managing liability concerns. The situation leads to fill up project management skill into the stream of work

flow in order to achieve the targets of a given project.

Any project can be defined as activities or tasks in a coordinated manner with starting date, within the

budget, time, and quality by qualified professionals. Therefore it is the company owner’s responsibility to

employ efficient project managers with wealth of building knowledge to run the business perfectly.

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 2.6 Summary

Leadership qualities are very essential for project managers who work for residential construction

organisation within Auckland to run the business successfully.

Summary of the major leadership qualities which leads for a project manager in success of construction

projects and their reference.

ITEM LITERATURE REVIEW QUALITIES OF PROJECT MANAGER

1 CHAOS report (2001) Technological skills, operational, responsiveness, business, good communication

skills, process, results, realism and to successfully execute the project.

Good vision, communication, positive attitudes, and delegation ability and keep calm
2 Steven.S(2012)
when under pressure.

3 David.C.B Commanding style, ability of immediate sought through or examine, goal setting,

good observer, reevaluation of project priorities often, good listener rise up good

questions.

4 PM perspectives Careful, reliable, energetic, dynamic, controlling, socially confident, evaluative,

Research group (2011)
persuasive and behavioural

Vision, communication, integrity or loyalty, Enthusiasm or passion, Leadership

5 Robert .C
competence, delegation, composure, team building and problem solving.

Inspires a shared vision, ability to communicate with people at all levels in the
6 Timothy R.Barry (2010) work flow, honesty and integrity, eagerness, understanding, skill, ability of
delegating tasks, keep cool environment under pressure, possessing the team
building skills and problem solving abilities.

Table 2.1

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ITEM LITERATURE REVIEW QUALITIES OF PROJECT MANAGER

Excellent Communicator, be honorable person, Enthusiastic attitude, good problem

7 Felix.M (2013) solver, be a cool and collected, good delegator, competent to carry out the project

smoothly.

Set the vision, set the tone, delegate and then let go ,communicate clearly,
take a creative approach to problem solving, keep calm under pressure, value
Project Accounting (2012) and champion the team , make sound decisions ,understand and use the
8 technology to apply good working practices, help the team to gel and
build consensus

Love of their work and accepting the challenges ,clear vision and do communicate

the vision ,strong team building competence and setting positive tones, structuring

and do alignment ,ability of creating environment and adequate direction, strong

9 Debbie B.C(2013) interpersonal competence , listen and lead their teams ,discipline and completing

each stage of the project and ability of communication which is knowing when and

to whom to make communicate.

10 Muller and Turner (2007) Emotional flexibility, motivation, communication, compassion and thoroughness

Administration, human skills, and influencing skills.

11 Pinto and Slevin (1988),

Table 2.2

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Author had chosen following ten project manager qualities based on which were not often reviewed in the

previous research and literature reviews. And conducted a research study of their links to success/failure of

the project.

1. Honesty and Integrity 6. Self-Confidence

2. Self determination 7. Motivation

3. Leadership 8. Intelligence

4. Flexibility 9. Thoroughness

5. Self-Awareness 10 Fast thinking and immediate action

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 CHAPTER THREE

3.0 Methodology

3.1 Introduction

This chapter outlines the chosen methodology to best attain the data relevant to answer the research

question. Aim of the research is to explore the principal skills of a successful project manager in the

Auckland residential construction market. And this section describe about the methods which are used to do

the research and method of analysis applied. Under research method used; document analysis,

questionnaire and data collection have covered. Method of analysis includes grouping responses and

tabulation of results and analysis.

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3.2 Methodology Map
Following diagram shows the summary of the methodology used on this project

What are required qualities of a project manager who works as an employee, which leads
success in residential construction market in Auckland?

Aim and Objectives

Input

Literature Review

Research design

Questionnaire design

Data collection

Process

Data analysis

Discussion

Output Conclusion and Recommendations

Diagram 3.1 Research Methodology Model

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3.3 Research Methodology

The aim of this project is to gather opinions of project management qualities. Current literature describes

that taking a qualitative approach to collection of data gives greater understanding of respondent’s personal

knowledge than quantitative methods. Furthermore, if the purpose is to learn from the participants and the

way they see and experience a situation, qualitative research is going to be more suitable (Catherine &

Gretchen B.2011).And the qualitative research methodology become increasingly essential mode of inquiry

for the fields which includes management.

Richards (2009) states, using qualitative approach for date collecting provides more perception of the

participant’s knowledge than quantitative methods. And the reference further says the qualitative approach

is ideal for learning purpose from the participants of the survey and the way they overseen and experience

is going to be the case in this study. Richards also states, when verifying ongoing theory the qualitative

approach is also most convenient than the quantitative method.

Qualitative method was considered because a wide scope of qualities was evaluated in this study and

therefore it was more convenient for data collection. Targeted respondents were very busy professionals in

the industry, time organising for full interview was not easier. Therefore there was a shorter time of

interactions to complete the survey to achieve the reliable conclusions to the study.

Author chosen Questionnaire as one of the basic tools for this research for data collection. It is more

vital to design the appropriate questionnaire for data collection. In the other hand poor design of

questionnaires with invalid information and low response rate could end up with inadequate or

inappropriate information for the research findings.

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The questionnaires were taken to the participants by the author and explained the objectives of the study for

the purpose of obtain complete and meaningful response.

3.4 Reasons for choosing questionnaire method

Questionnaire method was selected as quantitative and to have standardized answers that make it simple

to compile data it is easy to process and analyse. Aim of questionnaire, as it is a research instrument

consisting of a series of questions and other prompts for the purpose of gathering information from

respondents. It is understood the researchers have chosen Questionnaire method (as quantitative) for data

collection, therefore author made the same choice for the data collection of the research. And this method

can be helpful in identify the qualities of a project manager which leads for success in carry out the

residential construction projects.

At the same time, weakness of the questionnaire method is participant may spend very shorter time to

consider to complete the questions. For the purpose of avoid the risk, an online system will be used.

Therefore the respondents can re-enter or access for any alternations at a later stage. Even though online

system survey got advantages, this method may allow for the respondent may not be the person who we

request. The risks mentioned here could be tolerable to this study of the given topic and the level at which

the research will conduct.

Therefore the qualitative method was most suitable to get the preferred outcome of this study, using an

online questionnaire to collect the raw data information. More numbers of the questions in this

questionnaire are relevant to ranking qualities of construction project manager

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3.5 Questionnaire design

The questionnaire was designed to take the views of residential construction project managers. The form

of closed questions were easy to answer, they required writing by respondent.

A completed questionnaire consist of two pages accompanied with a covering letter was used for gathering

data served this research. The covering letter refers the purposes of this research and explained to the

respondents that the outcomes of the questionnaire would be used to help the construction projects

managers. Factors of this questionnaire are gathered from the literature review. To achieve aim of the

research, questionnaire is designed to take all sides of the problem with different point of views.

3.6 Organization of the questionnaires

Construction project managers filled out all parts of the questionnaires. The questionnaire used for study

consists of two parts includes.

Part I: General information.

It is necessary that general information be defined in order to understand many variables of the

studied research factors. It includes information about the project manager.

Part II: Project Manager Leadership qualities which affect the success of residential construction projects in

Auckland.

Ten factors are defined as leadership qualities in order to investigate its influence on the success of

construction projects through project manager’s perspective in this research.

3.7 Method of applying the questionnaire method

Method for checking a questionnaire for problems is to pre-test it. By giving the draft survey to one of the

participant (project manager) who works for a residential construction company .Then inquire him/her to

27
get the feedback about the questions to make sure for any alternations. Once this process completed,

distribution of questionnaire among the participants from other project managers will commence.

When respondents received the questionnaire they were free to complete. Unlike other research methods,

the respondents were not interrupted by this research instrument. There were no verbal or visual clues to

influence for respondent to answer in a particular way. The questionnaires were conducted in the residential

construction industries within Auckland region. The approximate time duration to complete the

questionnaire was about one hour. And the data was cited with research report.

3.8 Reliability and validity in data collection

The reliability of this study was not high because of the limited sample size and opinions across the

industry (residential construction) were not the same. To increase reliability in data collection, need to have

a full study of the interviewee’s skills, backgrounds and experiences. Then only it can be possible to sort

the respondents into sample groups. To do this we need have more numbers of respondents for the survey.

And this study did not allow sample of groups to be used. But the study was randomly sampled

respondents from senior project management positions in the residential construction industry.

However, the numbers of Senior Project Managers who works as employees in the Auckland residential

construction market is not huge. Therefore, author planned to capture three senior project manager’s

participation for the purpose of this research.

3.9 Ethics considerations

No person or organisations were not identified in this project. This was made known to the respondents

during the consent processing time. The specific information collected for this research was not sensitive

by nature or particularly confidential. The data collected was referred to as the opinions of Senior Project

Managers in general. Therefore, giving names of participants is in no way useful to the outcome of the

28
research. For this reason, a choice is to keep participant details confidential.

3.10 Summary

A qualitative approach was used to collect the opinions of the Project Managers involve in this study. These

people have been contacted personally and author made interviews by making appointments of the

respondent’s suitable time. .The chosen methodology has maximum data collection in a given shorter time

of the availability of respondents.

29
 CHAPTER FOUR

4.0 Results and Discussions

This chapter, field survey results are analysed and discussed. The survey was conducted from residential

construction Project Managers from three different private companies which operates their branches in

Auckland. Company A and company B are large size construction companies and they run both residential

and commercial construction businesses in the region. And the author approached the Project Managers

who are responsible for residential construction in these companies to conduct the survey. Whereas

company C is only operating residential construction business and this is a medium size company. The

chapter discusses and investigates the relationship between project manager qualities and success/ failure of

the project.

4.1 General information

This section discusses and analyzes the first part of the questionnaire which consists

of three questions which focus on the general information of the project managers. The general inf

ormation include work experience, educational qualifications, number of

residential projects engaged in the past five years and nature of your employer in the business dur

ing the last three years.

4.1.1 Experience and educational qualifications

4.1.1.1 Experience

Company Name Feed backs

Company A 15 years
Company B 40 years
Company C 31 years

Table 4.1

30
The years of experience in this study can be divided into two categories include 15 years and over thirty

years. Project manager from company A holds fifteen years experience while company B and C holds over

thirty years experiences in managing the residential construction projects in Auckland region

These results indicated that none of the respondents has less than fifteen years of experience. And Projects

Managers from company B and C are senior Project Managers in residential construction sector. The

culture reflects less opportunity for the modern Project Managers to intake for Project Management

practice in the region.

4.1.1.2 Educational qualifications

Company Name Feed backs

Company A Trade qualified
Company B NZCQS
Company C Trade qualified

Table 4.2

This question refers to the educational qualifications of the residential construction

project managers those who are working for construction companies within Auckland

region. . It includes four classifications which are. Bachelor degree (construction .relevant), Master

degree (construction relevant), and Ph.D. (construction relevant)

Others trade qualifications (Eg.Dip, Cert, and LBP). According to Table 2 the project managers fro

m these three companies are trade qualified. None of the Project managers

were not completed any other higher level qualifications such as construction relevant bachelor deg

rees / Master degrees / Ph.D. It is apparently these companies gives priority for the trade professi

onals rather offering the right positions to academically high qualified project management professi

onals.

31
4.1.2 Number of residential projects have you engaged in the last 5 years

Company Name Feed backs

Company A 10 – 20 Projects
Company B 10 -20 Projects
Company C More than 20 projects.
Table4. 3

The question refers to the number of executed projects which the construction project manager eng

aged during the past five years. The classification includes 5 projects or less, range between 5 and

10 projects, range between 10 and 20 projects, and more than 20 projects.

The results indicated in Table 3 shows the number of executed projects in the last five years by the project

managers from company A and company B are moderately high where as project manager from

Company C could be somehow had engaged over twenty projects which is very good performance, as this

company runs only the residential projects in the region. Reason refers the external environments makes

slow growth of business such as .economic conditions, land availability, delays in issuing the building

consent and the political situation of the country. However we can expect an inclination in the growth of

residential construction business in the near future as there is a huge demand of housing needs. This may

make more growth of this sector for these companies.

32
4.1.3 Nature of your employer in the business during the last three years.

Company Name Feed backs

Company A Private Company
Company B Private Company
Company C Private Company
Table 4.4

This question refers to the organization nature of the employer which the construction project manager

participated in the last three years. The classification of the organization nature of the employer includes

Governmental Organization (Eg.Housing Corporation, Salvation Army etc) and private company

The results indicate the three project managers participated in private construction organisational nature

4.2 Project Manager leadership qualities which affect the success of residential
construction projects.

The following are the illustrated investigations and the residential Project Manager qualities have

relationship with the success / failure of the project. After literature review related to qualities of project

manager, ten leadership qualities of project manager were identified for this study. Those ten qualities of

the residential project manager includes Honesty and Integrity , Self Determination, Leadership , Flexibility

, Self-Awareness , Self-Confidence , Motivation , Intelligence , Thoroughness and Fast thinking and

immediate action Results and discussions of influence of these qualities on affect of the projects as the

follows:

33
 4.2.1 Honesty and Integrity

Company Name Feedback from Project Manager

Company A This is very important; Promises need to be up to date. Need to be pre
informed, honesty and integrity within the parties and team ,otherwise
misinterpretation and misunderstandings may lead for project failure
Company B Always good policy any other is only likely to catch you out and destroy your
reputation
Company C Both of these qualities are almost important. Both honesty and integrity are
required to be able to gain the respect of the client.
Table4. 5

According to, Robert’s and Timothy and Barry literature reviews the top ten qualities includes integrity or
loyalty. Table 5 of this report clearly shows the feedback from the project managers about integrity and honesty
are most important factors to run the residential construction business in the region. All of these project
management professionals agreed these two qualities are very vital to succeed the projects. Otherwise end up
with misunderstandings and misinterpretations among the parties would lead for adverse affects to the project
such as project failures bad reputations etc.

Construction project manager as a Leader who exhibit their loyalty and honesty. And they are willing to confess
to mistakes, display key qualities which followers look for in their leaders. Project Manager also increases their
influence when people trust and believe their loyalty. Integrity is measure of individual’s actions and their
words. If the person is not perform and not execute what he/she promised will not be considered good
leader

34
 4.2.2 Self Determination

Company Name Feedback from Project Manager

Company A This in very high priority & has to come from top management. And has to be
determining for the project to be success. It is very crucial to find the correct method to
succeed the project
Company B Not essential methodical commitment would prove a better approach

Company C This is very important initiative and can do attitude drives the Project

Table4.6

The project fails if there are no or lack of project management qualities (Pinto and Slevin -1988). Self

confidence, self determination and self awareness are very prioritised and linked qualities for the project

manager and they adds values to success of a given construction project.

The results in Table 6 indicate that project managers from Company A and C agreed the philosophy but project

manager from Company B denied the statement and he insisted methodical commitment would prove better

outcome than self determination. However two out of three responses which is the majority of these

construction professionals agreed, therefore author would go with the agreements from feedback from

majorities of the results. And therefore lack of this quality may end up an unsuccessful situation for the project.

35
 4.2.3 Leadership

Company Name Feedback from Project Manager

Company A Leadership is upward spiral, if the leadership is wrong then all the process will go wrong.

Company B Essential element to achieve best result for all parties.

Company C This is also very important attribute. Without it ,the project would flounder due to lack
of direction

Table 4.7

Muller and Turner’s literature says , project manager’s leadership characteristics such as emotional

flexibility, motivation, communication, compassion and thoroughness are correlated to project success.

According to the results in Table 7, project managers from these three companies mentioned about the

importance of the leadership quality for a project manager to carry out the residential construction.

The project managers mentioned if there is not a proper leadership then the project will dramatically

goes downward without a proper direction which ends up with failure. Therefore this quality will

definitely determine the success of the project

Leadership can be one of the crucial quality of a project manager in residential construction which

influence the success of the project and essential factors in good project management. Therefore

residential construction project manager must be an effective leader through carrying out of project

activities. It is something beyond simply managing people or projects and is an art of affecting other

team members’ characteristics or involvements in the process in order to achieve the goals and carry

out the tasks successfully.

36
 4.2.4 Flexibility

Company Name Feed backs

Company A There may be some form of flexibilities such as staff time off due to personal
circumstances. Otherwise flexibility is not acceptable. For example the flexibility in
giving dead lines may end up with loosing contracts and bad impression from client and
losing the profit margins.
Company B Desirable but you need to careful that you do not create problems in being to open to
changes that will impact on the project’s success.
Company C This is always required when dealing with difficult aspects of a project. Being able to
accommodating but firm to meet the budget and time frames

Table 4.8

Muller and Turner says, project manager’s one of the leadership quality is link to project success. And 789:;
<=;

;
;2006) found “Flexible strategies in the form of options can increase project value if uncertain conditions

cannot be adequately forecast before operations begin.” The results from the survey in this reference suggest

that practicing managers can considerably put up the project value. That can happens if there is a structured

managerial flexibility and thereby improve the evaluation, development of the structure and use the flexibility.

Results from the study of this report shows how the flexibility can be handled by the residential construction
project manager during the construction process from beginning stage to the completion. From Table 8
summarise that there can be some form of flexibility in during the process which must not affect the budget and
project duration. Otherwise which may cause serious adverse affects to the project such as time overruns cost
overruns negative reputation from the client to the company etc.

37
 4.2.5 Self-Awareness

Company Name Feed backs

Company A Self awareness is high priority in residential construction. Project manager has to know
about the other team members and subcontractors capabilities, about the budget of the
specific project and the construction programme schedules, otherwise there will be
serious consequences such as project failure.
Company B Have a position perspective of yourself is just a desirable thing. Anything else tends to
project through to others.
Company C Knowing your strengths and weaknesses and being willing to ask for help when required
is a must.

Table 4.9

Pinto and Slevin points out that the project fails if there are no or lack of project management qualities. And

this reference insists the project management qualities strongly effects to the success or failure of projects.

Self awareness is also one of the very important qualities for the project manager which adds on values to

success the construction project. Residential Project manager influences self-awareness can contribute to avoid

of project failure.

The Survey results of this research demonstrate in Table 9. According to the feedbacks from respondents in this

study, residential Project manager he/she must be capable to determine their own, other team members and

stakeholders strengths and weaknesses to run the project peacefully without any hazels.

38
 4.2.6 Self-Confidence

Company Name Feed backs

Company A This is link to self awareness. Project manager must be a self confident person. He/She
must be confident on his/her duties, why is happening? which direction the process goes
?. When the process is going to complete etc.
Company B With Caution.

Company C If you are not confident, then how can your team have confident on you?

Table 4.10

Literatures of this study says (Pinto and Slevin) there are links to self confident self awareness,

leadership and self determination. Results in table 4. 10 illustrates the self confident has higher priority like the

other nine qualities of the study. The residential construction project manager can carry out the projects in a

directional manner only if he/she is self confident person

Therefore there is a strong link between self-confidence and success/ failure of the project .And if the project

manager loses his self-confidence, the project may fail. Self-confidence is very vital for a number of reasons. It

is always leadership role for a project manager to carry out the residential projects can be a challenging role.

And setbacks are unavoidable for the project manager. Self-confidence always allows for a project manager to

overcome obstacles. And making decisions despite uncertainty and in still confidence with other team

members and stakeholders.

39
 4.2.7 Motivation

Company Name Feed backs

Company A Motivation in residential construction also holds high priority. Self motivation and team
motivation are very important to succeed the project. And it is mostly responsibility of
the top management and other senior managers and to down ward.
Company B Always a requirement especially in this industry.
Company C This is essential otherwise the basis of Project Management fails. ON time On budget is
required without motivation you cannot succeed.

Table 4.11

When we consider the motivation, this quality of leadership not only has an innovative courage, but
leaders/managers also like to lead the project, people and other relevant things or parties. Motivating other
people is not limited as word but is explaining how you engaged, believe, relied onto it and how you are paying
attention in your team or others and the success of them. The project managers have a high wish for power,
preferring to be in position of leadership rather following others.

Table 11 of this study indicated that there must be a higher priority for motivation. Respondents insist the self
motivation and team motivation to carry out the project successfully. If the project manager is not a motivating
person then it is very hard to succeed the residential projects in this region.
Project managers need to motivate and inspire other team members in order to successfully complete the
projects. Especially areas include developing the company’s business, during management of finance or
budgeting, development of human resources – staff training, new recruiting, changes in projects and relevant
strategy planning.

40
 4.2.8 Intelligence

Company Name Feed backs

Company A Yes, intelligence is important in the sector and this is links to question number ten which
is fast thinking and immediate action. If you are an intelligent Project Manager then you
can make spot decisions in the right way.

Company B Strive to improve and always try to operate at best level.

Company C Being able to think outside the square is very helpful. Also
understanding all the aspects of the project whether it be plumbing ,electrical civil
works etc

Table 4.12
In general project managers as project leaders must have the intelligence to interpret enormous quantities of
information about project. Intelligence would deeply affect the overall performance of the project and can put in
to the success of the project as well. A project manager must have a high level of experience about his/her
company and technical matters. Also the project manager must have an ability to look out wards are perhaps
less directs but nevertheless are still more vital.

The results in Table 8 indicate about the contribution of intelligent to the success of the project. A residential
project manager as a professional must have knowledge and skills of thinking and making spot decision in the
best level. To do so he/she must be a person to think and act outside the box and have knowledge of all the
aspects of the project.

41
 4.2.9 Thoroughness

Company Name Feed backs

Company A Thoroughness plays as very important role in this sector and which is links to question
numbers five and six. If you are through of the given project from the early stage to the
hand over then the project will run smoothly without any hazels or could end up with
minimised hazels.
Company B Must be effective, some people who consider themselves thorough waste a lot of time.
Company C An eye for detail is essential. Not only for the finish product but
also the paper work and process. Making sure you understand the boundaries of the
contract.

Table 4.13
Literature reviews in this report (Muller and Turner, Debbie and Project Accounting) pointed out importance of
thoroughness for a project manager to lead the projects successfully. The survey feed backs from the respondent
company A in Table 13 of this report indicates that thoroughness plays a vital role for an effective project
manager and who engaged residential construction in Auckland region. Respondent from company C mentioned
the careful considerations on details of finish product and relevant paper works. However respondent company
B pointed out the adverse affect of someone thinking they are through about the project may cause lots of time
overruns.
A project manager must have ability to demonstrate awareness to detail and accurate information on the given
project, be able to define and manage tasks, hope with the responsibilities, and ability of sequencing priorities.
And take the responsibility of timely completion within the budget without compromising the quality of the
project. And lack of this quality may end up with serious consequences such as time and cost overruns and
misunderstandings and misinterpretations client, within the team and other stakeholders who involved in the
project.

42
 4.2.10 Fast thinking and immediate action

Company Name Feed backs

Company A Fast thinking is one hundred percentages important. Especially in the case of health and
safety planning and executions.
Company B Lateral thinking of the consequences of fast thinking can be better. Correct action in
appropriate time is best.
Company C All Project Managers need to be able to make fast decisions and think on their feet. This
comes from experience and knowledge of the sub trades and contracts.
Table 4.14

In Table 14, all of the chosen project managers for the survey had accepted and explained the value of this
quality of project manager to manage the projects.
An effective project manager should have plans as standby for many optional situations to make reactive
decision making, identifying that there would not be a time to weigh up the risks, penalties and necessary
out comes when an emergency occurs such as an accident in the site. If we take another example a
supervisor or subcontractor unexpectedly left from the job or died at middle of the company’s project
which definitely a disaster to the project's outcome and will negatively impact to other areas in which the
project manager is involved. But the project must obviously complete on time without any delays. This is
more vital situation for the project manager to react do fast thinking and immediate action without
compromising the relevant risks and other possible consequences.These kind of specific circumstances can
happen any time in the projects executions and that situations need quick thinking from the project
manager for avoidance of failure.

43
 4.3 Summary

All the respondents in the survey of this study have agreed that the eight qualities out of ten (selected for

this study) are very important for project managers to successfully run residential construction sector in

Auckland.

Whereas “Self – determination” , the project manager from Company B believes this is not essential but

a systematic obligation would prove a better outcome, but Project Managers from company A and C

have agreed that this quality is in higher priority to succeed the projects in residential construction

market in Auckland

And the fifth quality” Flexibility” described in this study, Company A, B and C did not agreed fully ,

but there must be cautious with time lines , quality, client requirements etc. There could be some form of

flexibilities from project manager’s side such as every project, client has its own unity or some form of

uniqueness, therefore Project manager as professional must know about how to hope with the given

project and the people from various back ground. To drive this the project manager must has a solid

skills on flexibility to handle the people and the relevant task without compromising time, budget, client

satisfaction and quality

Objectives of this study include:

a. Identify the key project management qualities which affect the residential construction project success.

The identified project management qualities includes, Honesty and Integrity , Self Determination,

Leadership , Flexibility , Self-Awareness , Self-Confidence , Motivation , Intelligence , Thoroughness

and Fast thinking and immediate action. Both the literature reviews of this report [Steven, David,

Robert, Felix, Barry etal] and the respondents of the conducted survey results almost match except

smaller disagreement in qualities Self determination (company B) and Cautious when implement

44
 flexibility while carry out project management for residential construction projects in Auckland

region.

b. Identify links between project manager qualities and success/failure of the project.

The links between the project manager qualities and success or failure of a given project/s have

discussed in this chapter {Sections include 4.2.1, 4.2.2, 4.2.3, 4.2.4 ...4.2.10} for each of the chosen

qualities for the study. And for each quality, author has matched the results from the respondents with

the previous literature reviewed in this study.

c. To analyse the necessity of project management qualities for success of residential construction

projects in Auckland

According to the respondents of this survey and literature reviewed in this study, the project manager

must be an all rounded professional. He/she should have the qualities includes, Honesty and Integrity ,

Self Determination, Leadership , Flexibility , Self-Awareness , Self-Confidence , Motivation ,

Intelligence , Thoroughness and Fast thinking and immediate action to run the residential projects

successfully in Auckland region..

And the deficiency in these project management qualities can be the factors which contribute to the low

performance or failure in the future housing development in Auckland. Without proper implementation

of these qualities, there are lots of development issues such as delays, cost overruns, poor standard of

works, increase the accidents at work sites and increase the possibilities for contractual and or

technical disputes etc.

It is important the project manager need to be fully involved during every stage of the process, from

inception stage to hand over and act on behalf of the company or organisation he works to make sure the

all the requirements are full filled in terms of everything relevant to the building. And he needs to play

all these qualities carefully and lead the team towards the success of the project completion

45
4.4 Answering the Research Question

The collected data has answered the research question of this study. It has identified

that the project manager qualities which lead success of residential construction market in Auckland are

includes, Honesty and Integrity, Self-Confidence, Motivation, Self determination, Leadership, Intelligence,

Flexibility, Thoroughness, Self-Awareness and Fast thinking and immediate action in this study. These

qualities identified in the literature reviews [Steven, David, Robert, Felix, Barry etal] of this study.

46
 CHAPTER FIVE

Conclusions and Recommendations.

5.0 Introduction

This section covers the conclusion of the overall research from researcher’s findings matched with the

literature review and future research recommendations for the topics relevant to this report.

5.1 Conclusions

As the Auckland’s residential construction market is going to grow rapidly in the near future due to the high

housing demand , it is essential for a project manager to act as an effective professional to deal with the

critical features positively so that can carry out the project/s successfully. Nature of the building

construction business depends with variety of organizations, stakeholders and individuals to deliver the

product in adequate quality, within budget in a specific time frame.

The functions of construction industries are differing from other industries due to their unique features.

Residential construction projects are consisted of a various individuals and organisations (Government and

private) which all assemble together to achieve specific task in a specific timeframe. Therefore, it is

essential for the project manager to have effective leadership qualities to deal with these critical features

positively, and to lead the given project/s for the success.

Therefore is important to identify the required key qualities of Project Managers in order to promote as

above the average level of these professionals to run the construction business successfully in Auckland

region.

And it will be useful for the local employers to identify their potential employees working as project

managers, whether they have got the right qualities which required succeeding the hands on residential

construction projects, investigations in this research will be more useful for the employers who are looking

47
forward to employ the right people for the right roles.

This research will influence to those who are looking forward to make stronger their present understanding

about the project management role. And the research will help those wanting to head as a project manager.

Once the questionnaire gets approved by the research supervisor, will be distributed to one or couple the

respondents and get their opinions about the design of questionnaire for any modifications.

There are considerable numbers of weaknesses / constrains in this study. The size of sample group or the

numbers of respondents was very small. Which is if there is one person contradict to the other two then the

results were affected greatly .For example in the case of project manager quality “ Self determination” ,

project manager from company B disagreed from Company A and C .The results end up with one third in

fraction or approximately thirty three percentage with contradiction. Therefore bigger the sample size will

gives more consistency in the findings. Author finds that Project Managers have been often too short of

time to participate in these types of surveys due to their tightness of workloads.

Project manager qualities are important not only for his/her careers but also vital because it persuades the

whole construction project process. Furthermore up skill the project manager qualities are very vital

especially in light of the booming construction market and the shift toward bigger volume of residential

projects and project teams are expected in the near future in Auckland region.

48
5.2 Recommendation.

Residential Construction Project Manager is one of the main representatives to conduct the project. He/she

is one of the major critical elements to determine the success of the project. And the residential

construction project manager must enjoy effective leadership qualities. Therefore it is very vital to develop

the project manager leadership qualities .Since this study is aims to focus on the project manager qualities

author would make the following recommendations:

 Further research is recommended for the study of other project manager qualities which mentioned in

the literature review of this research. The study should focus on qualities of residential construction

manager which leads for the success of the projects within New Zealand.

 Residential construction company owners to may regulate legislations related to project manager

abilities and qualities especially leading qualities which influence the selection process of project

managers.

 Company owners may establish policies for passing on effective project managers through the clear

job description.

 Owners could introduce a resolving criteria related to project manager leadership qualities before

assign project managers onto the work flow. This could be done through project management systems.

 Company owners could introduce training programmes and /or make a motivation/career plan to

improve the capabilities of project manager qualities which relevant to the leadership area.

 It is recommended for universities and other academic institutions to make more focus on to the

necessity of leadership qualities for Construction project management relevant education courses

during their study period.

49
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7.0 Appendix

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