Asian Journal of Civil Engineering

https://doi.org/10.1007/s42107-018-0100-x

ORIGINAL PAPER

Developing of a mathematical model for selecting a project manager

using hierarchical analysis process
Hatem Khaleefah Breesam1 

Received: 5 May 2018 / Accepted: 22 October 2018

© Springer Nature Switzerland AG 2018

Abstract
The project manager represents the actual leadership of the human resources in every project process. This position refers
to the most important human components of the project. Establishing a scientific approach to its selection process is the
cornerstone of successful project planning. This study examined the factors influencing the selection of the project manager
and the basis of the required skills in general. The researcher concluded that the criteria adopted in the selection process
in general, representing the construction industry in Iraq, which numbered (51). The part of this research is developed a
mathematical model that facilitates the selection process. It makes the process of selection project manager is more logical
and well-understand from all contractual parties. The researcher adopted analytic hierarchy process technology known for
its ability to compare alternatives and to promote the best alternative to determine the set of critical criteria to be consid-
ered in the project manager selection process. Significantly, the researcher built and developed a mathematical model that
includes critical criteria only for selecting the project manager in the construction industry in Iraq. The researcher applied
the mathematical model to select project managers for four projects of the University of Baghdad (under implementation),
and compared this with the evaluation forms for these projects. The researcher found the success of the mathematical model
in the evaluation process and then evaluated the results in the closed questionnaire. This study shows a set of conclusions
from different levels of results during the procedures of applying this research.

Keywords  Project management · Project manager · Analytic hierarchy process (AHP) · Leadership

Introduction
One of the important and earnest functional steps of the pro-
ject process is to identify a wide job description of project
manager based on the requirement of project especially in
construction cores. The selected project manager should be
match completely with (long terms of strategy, objectives
of program, and applicable of project criterion. The well-
design job descriptions of the required project managers are
assisting for specifying of his/her duties, tasks, responsibili-
ties to support the project during all level of the stages of
planning, execution, and completing all the activities. The
corrected selection of the suitable persons to catch power
of project manager during the process of human resource is
one of the main objectives of constriction program to make
* Hatem Khaleefah Breesam
dr.hatem2099@yahoo.com
1
College of Engineering, University of Baghdad, Baghdad,
Iraq
sure the designed project well done. During the process of
this search is to obtain required criterions and identification
of the factors influencing the selection process of the project
managers.
Research objectives
The research aims to meet with the following objectives:
1. Familiarizing of the required skills of project managers
in the construction process.
2. Identifying of the critical criteria which affecting the
selection of the project managers in the construction
industry in Iraq.
3. Application Analytic Hierarchy Process Technol-
ogy (AHP) to accurate the calculation of the criteria’s
weights to select the project managers properly.
4. Developing of a mathematical model which using for
supporting the process of selection the project managers.

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Research methodology
The research methodology can be summarized by the
following:
1st step: collect the required information during theoreti-
cal study about the research topic based on the research
plan.
2nd step: depend on the questionnaire technique and
using of appropriate statistical analysis to explore the
results to study all the related aspects by application of
AHP in construction sector.
3rd step: develop a mathematical model to choose the
project manager using the results obtained from the appli-
cation of the technique (AHP).
4th step: apply (AHP) technique on the case study (local
construction project).
The project and leadership
After a brief study of the project, the project manager
comes to a decision about what skills, talents and knowl-
edge are required. Top manager must examine the required
skills from the person who called PM and will lead a team
of project to carry out and coordinate set of activities
carefully in an organizational setting. Successful project
manager has some common characteristics. They have
high managerial and technical credibility, show sensitiv-
ity to interpersonal relationship, and possess the politi-
cal know—how to get help from senior and top manage-
ment. The project manager should be a leader, and adopt
a participatory management style depending on the level
of technological development and uncertainty involved in
the project. Another project manager skill is the ability
to direct the project work in an ethical manner (Mantel
Fig. 1  Communication paths between a projects parties (Mantel et al.
2017)
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Asian Journal of Civil Engineering
et al. 2017). Figure 1 shows communication paths between
project parties.
It is necessary for the PM to keep the project objectives in
his thinking at all times, considering every aspect in its rela-
tionship with all the parties. The PM must always consider
the broader public opinion. The extent in which anyone can
affect the whole, or other matters in right place to it, requires
careful examination. The area where the highest problems
arise is in the appropriate zone, whether in the context of
work, design, contract, sub-contracts, or the interaction of
staff working together (Day 1994). The PM will be looking
for the services of the two types of worker most needed and
prized by the functional manager (F.M): (1) individuals with
good and necessary skills and (2) top producers for project.
Both the PM and FM are fully aware that the Perceptions
about the capabilities of individuals may differ, but the PM
is usually trying to borrow those staff (Meredith and Mantel
2012). Li-Ren Yang measured a project manager’s leader-
ship style, teamwork, and project outcomes in project perfor-
mance and stakeholder satisfaction. The measurements show
that a project manager who adopts transactional and trans-
formational leadership can improve teamwork and capital
facility project performance. In addition, stakeholder satis-
faction can be achieved with high levels of project success in
schedule, cost, and quality performance (Yang et al. 2013).
Project manager’s role
Project managers have the responsibilities to meet the needs
of team and individual needs. As PM is a vital strategic sys-
tem, the project manager becomes the link between the strat-
egy and the project team. Managing, applying, and under-
standing the knowledge, techniques and tools are not enough
sufficient for effective project management (PMI 2017).
Any special skills and general management proficiencies
are required for the project, and effective project manage-
ment requires that the project manager possess the following
competencies (Sanghera 2009; PMI 2017):
1. Knowledge: levels of knowledge project manager about
whole system of PM.
2. Performance: all levels of performance of Project man-
ager and how is able to do or accomplish while applying
his or her PM knowledge.
3. Personal: level of significance how to find the project
manager’s behaviors when implementation the project or
related activity. Personal skill refers to core personality
characteristics, encompasses attitudes, leadership, and
ability to guide the project team.
Converting of (PMBOK) only to the personal quali-
ties which has been mentioned in the rest of the resources.
Asian Journal of Civil Engineering
Fig. 2  Personal attributes and their development (Heerkens 2002)
Heerkens (2002) pointed to the challenges facing the project
manager: Fig. 2 shows that
1. Responsibility vs. authority levels.
2. Skill requirements of the project manager. To fulfill
the project manager responsibilities and handle the
challenges, the project manager will need very variety
skills and extent of knowledge. Knowledge and skills
are needed to be divided into four major. Project man-
agement process skills, behavioral and interpersonal
skills, personal traits and technology management skills
(Meola 2009).
Field work
Initially, the researcher adopted the PMBOK classifications.
The researcher divided the criteria into three main groups,
and each of those groups had been contained a set of sec-
ondary criteria. The researcher derived through literature
and field analysis of the data obtained from the visit of five
large-scale projects (case studies).
1. College of Science buildings project (four building) at
University of Baghdad/Contractor Al-Mutasim General
Company.
2. University buildings project (five building) at University
of Baghdad/Contractor Al-Rashid General Company.
3. University building project (four building) at University
of Baghdad/Contractor Al-Mansour General Company.
4. Residential building projects in Latifia, (twenty build-
ing) Baghdad/Contractor private sector.
5. Diwaniya Stadium/Ministry of youth and sports./Private
contractor.
Table 1 shows the main and secondary criteria influenc-
ing of the selection of project manager.
After that, the researcher initially conducted an open
questionnaire with a group of engineers in different loca-
tions to arrive at a final form of the closed questionnaire
form. The open questionnaire included ten engineers. The
researcher then prepared a closed questionnaire based
on the results of the open questionnaire and the theoreti-
cal study. The researcher uses all data from the literature
review and open questionnaire to draft a closed question-
naire. The closed questionnaire consists of two axes: the
first relates to the personal information of the members
of the research sample, while the second axis includes an
assessment of the factors and criteria that influence the
selection of the project manager.
Initially, the research sample was selected within the
spatial boundaries of the research, which is the central
governorate of Iraq. The sample included the Ministry
of Housing and Construction/Constructional Companies,
Ministry of Higher Education and Scientific Research/
Department of Engineering Affairs, University of Bagh-
dad, Baghdad Municipality, Municipality of Mahmudiya,
The Ministry of the Interior. Private Sector Contracting
Companies. The reason for the selection as these parties
represent the project management community and the
problem is apparent and lead to Always fail to complete
projects.
The first axis of the questionnaire
The researcher distributed (60) questionnaire forms to
the selected sample, (58) of which were collected, and
three samples were rejected for several reasons, including
incomplete. The final result was (55) form had been col-
lected and analyzed as part of closed questionnaire:
1. The respondents who were selected as a sample con-
sisted of experienced engineers who were working as a
project manager, head of engineering department, head
of projects department, supervisor engineer, director
general, site engineer, consultant, and contractor.
2. Those engineers who were chosen have not less than
(15) year experience in construction project field.
Table 2 shows the characteristics of respondents and
their experience:
3. Educational level: the sample is consistent from bach-
elor’s degree (54.5%), and master degree is about
(36.4%), while PhD formed (9.1%).
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Table 1  Main and secondary No. Main and secondary criteria

criteria (PMI 2017; Meola
2009; Heerkens 2002; Portny 1 General skills (Knowledge) (main criteria)
2017; Bennett 2011)
1-1 General technical expertise, with knowledge of systems experienced with a clear vision
to work in projects
1-2 Ability to follow-up, monitors progress, and manages deviations
1-3 Coordinates development of budgets, estimates and plans
1-4 Anticipates problems and reacts to change
1-5 Knowledge of foreign language
1-6 Obtains approvals of project parameters (cost, time, etc.)
1-7 Design skills
1-8 Product knowledge
1-9 General culture
1-10 Construction process knowledge
1-11 Proficiency in supporting technology areas
1-12 Construction industry knowledge
1-13 Prepare comprehensive technical specifications
1-14 Experience in software programs
1-15 Knowledge of the local market (prices, subcontractors)
1-16 Social skills with ability to communicate with other parties
1-17 Management of intellectual property
1-18 Patent knowledge
2 Managerial and organizational skills (performance) (main criteria)
2-1 Organize and manage the site
2-2 Develop and motivate the team
2-3 Promote allegiance and belonging for team
2-4 Administrative intelligence and office skill
2-5 Ability to follow up and monitor cost and time
2-6 Negotiating
2-7 Solve problems and conflicts
2-8 Ability to balance between technical solutions and interpersonal factors
2-9 Follows and develops and suitable processes and procedures for achieve work
3 Personal qualities (personal behavioral and interpersonal skills) (main criteria)
3-1 Certificate and scientific qualification
3-2 Written and oral communication
3-3 Personal conduct, style, and approach
3-4 Delegating
3-5 Influencing
3-6 Coaching and mentoring
3-7 Make decisions
3-8 Persuasive
3-9 Thinks like a generalist
3-10 Trustworthy and honesty
3-11 Assertive
3-12 A high tolerance for ambiguity
3-13 A high tolerance for uncertainty
3-14 Process-oriented
3-15 Self-aware/reflective
3-16 Open and accessible
3-17 Politically astute
3-18 Flexible
3-19 Positive and optimistic
3-20 Love of learning

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Table 1  (continued) No. Main and secondary criteria

3-21 Decisive
3-22 Physical disabilities
3-23 Leading personality, lead the team and individual leadership and ability to absorb shocks
3-24 Psychologically stable

Table 2  Field experience in No. Range % The second axis of the questionnaire

engineering
1 15 to  < 20 year 14.5 The second axis of the question included a request for
2 20 to  < 25 16.4 evaluation of three main criteria and (51) secondary cri-
3 25 to  < 30 29.1 teria adopted in the selection of the project manager were
4 More than 30 year 40.0 drawn from the theoretical study and case studies. The
evaluation method was based on the five-point Likert
scale, which included five degrees of importance. It is usu-
Table 3  Liker scale Quintet Opinion Weight ally enter values (weights), as shown in Table 3 (Wysocki
weights 2004).
Strongly disagree 1 Tables 4, 5, and 6 show the process of analyzing the
Disagree 2 questionnaire, selecting the critical criteria with the most
Neutral 3 influential normative weight (very important) In addition,
Agree 4 the adoption of the assessment of the arithmetic mean (4)
Strongly agree 5 and above, which is equivalent to (important) in the cal-
culations of Likert. To consider the criteria below is not
critical to using the mathematical model, the questionnaire

Table 4  Results of the analysis Criteria sequence N Degrees of importance Mean Std. deviation Cronbach’s alpha
of secondary criteria of (general
skills) 1 2 3 4 5

Descriptive statistics
 1 55 0 0 7 8 40 4.60 0.710 0.985
 15 55 0 0 4 16 35 4.56 0.631 0.985
 16 55 0 1 6 9 39 4.56 0.764 0.985
 14 55 0 0 5 17 33 4.51 0.663 0.984
 2 55 0 7 8 15 25 4.05 0.855 0.983
 13 55 0 7 14 14 20 3.85 1.061 0.983
 9 55 3 7 10 12 23 3.82 1.263 0.983
 17 55 11 2 5 13 24 3.67 1.552 0.984
 12 55 3 3 17 20 12 3.64 1.060 0.983
 3 55 5 5 25 10 10 3.27 1.146 0.983
 4 55 5 20 6 9 15 3.16 1.411 0.983
 6 55 2 23 15 10 5 2.87 1.055 0.984
 5 55 5 27 7 8 8 2.76 1.247 0.984
 7 55 17 8 12 8 10 2.75 1.493 0.984
 11 55 21 6 24 4 0 2.20 1.043 0.983
 18 55 23 13 14 5 0 2.02 1.027 0.983
 8 55 23 13 14 5 0 2.02 1.027 0.983
 10 55 34 15 6 0 0 1.49 0.690 0.985

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Table 5  Results of the analysis Criteria sequence N Degrees of importance Mean Std. deviation Cronbach’s alpha
of secondary criteria of
(managerial and organizational 1 2 3 4 5
skills)
Descriptive statistics
 2 55 0 1 1 14 39 4.65 0.615 0.980
 4 55 0 1 5 8 41 4.62 0.733 0.978
 1 55 0 0 7 8 40 4.60 0.710 0.979
 6 55 0 2 2 13 38 4.58 0.738 0.978
 7 55 0 0 4 16 35 4.56 0.631 0.980
 8 55 0 1 6 9 39 4.56 0.764 0.978
 3 55 0 0 5 17 33 4.51 0.663 0.981
 9 55 0 4 7 33 11 3.93 0.790 0.983
 5 55 0 7 13 15 20 3.87 1.055 0.987

Table 6  Results of the analysis Criteria sequence N Degrees of importance Mean Std. deviation Cronbach’s alpha
of secondary criteria of
(personal qualities) 1 2 3 4 5

Descriptive statistics
 1 55 0 0 7 8 40 4.60 0.710 0.988
 23 55 0 0 4 16 35 4.56 0.631 0.988
 24 55 0 2 0 18 35 4.56 0.688 0.988
 19 55 0 0 5 15 35 4.55 0.662 0.988
 18 55 0 0 5 17 33 4.51 0.663 0.988
 10 55 0 0 4 20 31 4.49 0.635 0.988
 7 55 0 2 2 18 33 4.49 0.742 0.988
 2 55 0 7 14 14 20 3.85 1.061 0.985
 22 55 3 7 10 12 23 3.82 1.263 0.985
 21 55 11 2 5 13 24 3.67 1.552 0.984
 3 55 0 7 13 15 20 3.87 1.055 0.987
 16 55 0 7 14 14 20 3.85 1.061 0.987
 12 55 3 7 10 12 23 3.82 1.263 0.987
 15 55 3 3 17 20 12 3.64 1.060 0.987
 4 55 5 5 25 10 10 3.27 1.146 0.987
 5 55 5 20 6 9 15 3.16 1.411 0.987
 8 55 2 23 15 10 5 2.87 1.055 0.987
 6 55 5 27 7 8 8 2.76 1.247 0.988
 9 55 17 8 12 8 10 2.75 1.493 0.988
 17 55 6 12 30 6 1 2.71 0.875 0.987
 14 55 21 6 24 4 0 2.20 1.043 0.987
 11 55 23 13 14 5 0 2.02 1.027 0.987
 20 55 22 18 10 5 0 1.96 0.981 0.987
 13 55 34 15 6 0 0 1.49 0.690 0.988

should be returned to the (critical) factors only by the
method of conjugal comparison to apply the AHP method
to determine the final standard weights.
Reliability and validity
The process of measuring consistency of questionnaire
results by giving the same results after applying again
(twice) at different times on the same sample. It is the
degree to which a measurement procedure produces similar
outcomes when it is repeated. Reliability is measured by
Cronbach’s Alpha which must be at least (0.7). Reliability
test is a way of information elicitation. Validity is a test the
answers to determining whether the researcher a measure
is measuring the concept that the researcher thinks is being
measured. Table 7 shows the value of reliability and validity.

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Asian Journal of Civil Engineering

Table 7  Value of reliability and validity prioritization, with measurable criteria and/or non-tangible.
Statistics
This technology is intended to determine the relative pri-
orities of the given group of criteria or alternatives on the
Group Reliability Validity
percentage scale based on the rule of decision maker (Var-
Cronbach’s No. of Items ghese 2015).
Alpha Compared to traditional multi-attribute decision analy-
1 General skills 0.985 18 0.992 sis techniques such as utility theory, the analytical hierarchy
2 Managerial and 0.982 9 0.991 process of Saaty (1980) is a relatively informal approach to
organizational decision-making problems and has been applied to a variety
skills of problems. The AHP helps decision makers to identify and
3 Personal qualities 0.988 24 0.994 set priorities on the basis of their objectives and their knowl-
edge and experience. The AHP method for solution begins
with structuring a complex problem by decomposing it into
The analysis of the results was based on the calculation a hierarchy to include all attribute elements reflecting the
of the Likert scale and then the weighted average of the goals and concerns of the decision maker. Next, elements are
responses to determine the prevailing views of the responses compared in a systematic manner using the same 1–9 scale
according to the SPSS V22. Table 8 shows the summary of to measure their relative importance and the overall priori-
the adopted secondary criteria for the three main criteria ties among the elements within the hierarchy are established,
with their coding to be adopted in subsequent tables and while the relative standing of each alternative with respect to
calculations. each criterion element is determined using the same scale.
The overall score of each alternative can then be aggregated,
while the consistency in making comparisons can be measured
Analytical hierarchy process technology using Saaty’s (1980) consistency ratio (Chao 2013). Several
steps are taken to identify the best alternative in primary or
The analytical hierarchy process technology has evolved secondary standards. Consistency and consistency index (CI)
in the 1970s in the last century by Saaty. It is defined as are determined by Eq. (1). For the purpose of knowing the
the methodology institution based on decision-making and consistency ratio (CR), the consistency index (CI) divides the

Table 8  Criteria affecting the Old No. New No. Symbol Main and secondary criteria
choice of project manager
(Researcher) 1 C1 C.S General skills
1-1 C1-1 G.T General technical expertise, with knowledge of systems
1-15 C1-2 K.M Knowledge of the local market
1-16 C1-3 S.K Social skills, with the ability to communicate with the parties
1-14 C1-4 E.S Experience in software programs
1-2 C1-5 F.M Ability to follow up and monitor progress
2 C2 M.S Managerial and organizational skills
2-1 C2-1 O.M Organize and manage the site
2-2 C2-2 D.M Develop and motivate the team
2-3 C2-3 P.A Promote allegiance and belonging for team
2-4 C2-4 A.O Administrative intelligence and office skill
2-5 C2-5 M.E Ability to follow up and monitor cost and time
2-6 C2-6 N Negotiability
2-7 C2-7 S.P Solve problems
3 C3 P.Q Personal qualities
2-1 C3-1 C.Q Certificate and qualification
3-23 C3-2 L.P Leading personality and ability to absorb shocks
3-24 C3-3 P.S Psychologically stable
3-19 C3-4 P.O Positive and optimistic
3-18 C3-5 F Flexible
3-10 C3-6 T Trustworthy and honesty
3-7 C3-7 M.D Ability to make decisions

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random consistency ratio (RI) by Eq. (2). Value of random Managerial and organizational skills
consistency ratio appropriate in Table 9, which is dependent
on the number of matrix elements (Chao 2013): It includes analysis of data on secondary criteria (manage-
rial and organizational skills) (M.S). Tables 14, 15 describe
𝜆 −n
CI = max (1) actions taken for this purpose:
n−1
𝜆max = (7.894 + 7.931 + 7.315 + 7.606 + 7.791
CI
CR = . (2) +7.53 + 8.005)∕7 = 7.724
RI
CI = (𝜆max −n)∕(n − 1)
Analysis of main criteria = (7.724 − 7)∕6 = 0.1206
RI (From Table 5) = 1.32
For the purpose of analyzing the results of the questionnaire
CR = CI/RI
of the main criteria and knowing their relative importance,
Tables 10, 11 describe actions taken for this purpose. = 0.0636∕1.32 = 0.091 < 0.1 O.K.
To ensure that the matrices’ comparison matrix of Table 11
Personal qualities skills
is correct. Consistency is determined using the vector value (λ)
to calculate consistency (CI).
It includes analysis of data on secondary criteria Personal
0.141 × 0.525 × 0.334 × =
Qualities (P.Q). Tables 16, 17 describe actions taken for this
1 0.333 0.333 0.427
purpose:
3 1 2 1.616
3 0.5 1 1.019 𝜆max = 7.43
CI = (𝜆max −n)∕(n − 1)
0.427∕0.141 = 3.03 = (10.953 − 7)∕6 = 0.072
1.616∕0.525 = 3.08 RI (From Table 5 for n = 7) = 1.32
1.019∕0.334 = 3.05
= 0.072∕1.32 = 0.054 < 0.1 O.K.
𝜆max = (3.03 + 3.08 + 3.05)∕3 = 3.05
CI = (𝜆max − n)∕(n − 1)
= (3.05 − 3)∕2 = 0.025
Mathematical model
RI (From Table 5 for n = 3) = 0.58
After completing the hierarchical analysis process, making
CR = CI∕RI marital comparisons, determining consistency and consist-
= 0.025∕0.58 = 0.031 < 0.1 O.K. ency index. The researcher writing a mathematical model
based on the results of the AHP process:
X = 0.141G.S + 0.525M.S + 0.334P.Q (3)
Analysis of secondary criteria
G.S = 0.353G.T + 0.218K.M + 0.221S.K + 0.037E.S + 0.171F.M
For the purpose of analyzing the results of the questionnaire of (4)
the secondary criteria and knowing their relative importance. M.S = 0.227O.M + 0.202D.M + 0.054P.A + 0.141A.O
(5)
+ 0.115M.E + 0.066N. + 0.195S.P
General skills
P.Q = 0.151C.Q + 0.21L.P + 0.06P.S + 0.074P.O
It includes analysis of data on secondary criteria general skills (6)
+ 0.74F + 0.219T + 0.212M.D.
(C.S). Tables 12, 13 describe actions taken for this purpose:
𝜆max = (5.41 + 5.195 + 5.499 + 5.344 + 5.44)∕5 = 5.6764 The qualification of the project manager requires obtain-
CI = (𝜆max −n)∕(n−1) ing an estimate of at least 70% of the total standards. The
= (5.6764 − 5)∕4 = 0.0944 researcher proposes to exceed the qualifying person 50% for
each criterion. This model is suitable for the evaluation and
RI (From Table 5 for n = 5) = 1.12
rehabilitation of project managers in Iraq (case study/gov-
CR = CI/RI ernment building projects/large and medium size) and can
= 0.0944∕1.12 = 0.084 < 0.1 O.K. be adopted for all types of projects and in all countries of the

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Table 9  Random consistency Matrix size 1 2 3 4 5 6 7 8 9 10

ratio (RI)
Random consistency 0 0 0.58 0.9 1.12 1.24 1.32 1.41 1.45 1.49

Table 10  Sample answers to closed questionnaire for the main crite- 1. Apply a case study.
ria axis 2. Closed questionnaire.
Main criteria C1 C2 C3

C1 1 0.333 0.333 Applying a case study

C2 3 1 2
C3 3 0.5 1
The first method is to apply the model to the process of
Total 7 1.833 3.333 selecting project managers and managers of operational
sites at the University of Baghdad/Engineering Affairs.
A group of experts’ engineers working at the University
Table 11  Calculations of relative importance for the main criteria of Baghdad and its projects (shown in sequences 1–8,
axis Table 18) were selected in to evaluate four project manag-
C1 C2 C3 Average ers working in companies engaged in university projects.
The questionnaire forms containing the approved evalu-
C1 0.142 0.182 0.1 0.141 ation criteria were distributed in the proposed form. The
C2 0.429 0.545 0.6 0.525 sample was asked to make an assessment of the three
C3 0.429 0.273 0.3 0.334 managers according to grades (1–10).
The results of the analysis of the sample responses are
presented in Table 19.
Table 12  Sample answers to closed questionnaire for the general skill After applying the proposed model [Eqs. (3, 4, 5, and
criteria 6)], the evaluation results for the four managers were 6778,
G.T K.M S.S E.S F.M 8069, 6369, and 5261, respectively. To determine the accu-
racy of this evaluation, reference was made to the evalua-
G.T 1 1 3 9 2 tion forms approved by the central control and monitoring
K.M 1 1 1 7 0.5 committees at the University of Baghdad, which show the
S.S 0.333 1 1 4 3 opinion of the control committees on the performance of
E.S 0.111 0.14 0.25 1 0.2 the three projects. The researcher is explained in Table 20.
F.M 0.5 2 0.333 2 1 In light of the comparison of the evaluations with the
Total 2.944 5.14 5.583 23 6.7 results of the proposed model, the accuracy of the model’s
work is shown.
world if we are working to adjust the weights of the impor-
tance of the standards according to the size of the project.
Closed questionnaire

Second method: for the purpose of evaluating the pro-

Evaluation of the proposed model posed model by closed questionnaire, the following steps
are followed:
The proposed model was evaluated in two ways:

Table 13  Calculations of G.T K.M S.S E.S F.M Average

relative importance for the
general skill criteria G.T 0.34 0.194 0.537 0.391 0.298 0.353
K.M 0.34 0.194 0.179 0.304 0.075 0.218
S.S 0.112 0.194 0.179 0.174 0.448 0.221
E.S 0.038 0.027 0.045 0.043 0.03 0.037
F.M 0.17 0.389 0.06 0.087 0.149 0.171

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Table 14  Sample answers to O.M D.M P.A A.O M.E N. S.P

closed questionnaire for the
managerial and organizational O.M 1 1 3 2 4 4 1
skill criteria
D.M 1 1 3 1 3 5 1
P.A 0.333 0.333 1 0.5 0.2 1 0.2
A.O 0.5 1 2 1 1 3 1
M.E 0.25 0.333 5 1 1 3 0.25
N. 0.25 0.2 1 0.333 0.333 1 1
S.P 1 1 5 1 4 1 1
Total 4.33 4.86 20 6.833 13.533 18 5.45

Table 15  Calculations of O.M D.M P.A A.O M.E N. S.P Aver.

relative importance for the
managerial and organizational O.M 0.231 0.206 0.15 0.293 0.295 0.222 0.183 0.227
skill criteria
D.M 0.231 0.206 0.15 0.146 0.222 0.278 0.183 0.202
P.A 0.076 0.068 0.05 0.073 0.015 0.055 0.037 0.054
A.O 0.115 0.206 0.1 0.146 0.074 0.167 0.183 0.141
M.E 0.058 0.068 0.25 0.146 0.074 0.167 0.046 0.115
N. 0.058 0.04 0.05 0.049 0.025 0.055 0.183 0.066
S.P 0.231 0.206 0.25 0.146 0.295 0.055 0.183 0.195

Table 16  Sample answers to C.Q L.P P.S P.O F. T. M.D

closed questionnaire for the
personal qualities criteria C.Q 1 0.5 2 2 2 0.333 2
L.P 5 1 3 3 3 1 1
P.S 0.5 0.333 1 0.5 0.5 0.5 0.25
P.O 0.5 0.333 2 1 1 0.333 0.25
F. 0.5 0.333 2 1 1 0.333 0.25
T. 3 1 2 3 3 1 1
M.D 0.5 1 4 4 4 1 1
Total 8 4.499 16 14.5 14.5 4.499 5.75

Table 17  Calculations of C.Q L.P P.S P.O F. T. M.D Av

relative importance for the
personal qualities criteria C.Q 0.125 0.112 0.125 0.138 0.138 0.074 0.349 0.151
L.P 0.250 0.222 0.187 0.207 0.207 0.222 0.174 0.210
P.S 0.0625 0.074 0.063 0.034 0.034 0.112 0.043 0.060
P.O 0.0625 0.074 0.125 0.069 0.069 0.074 0.043 0.074
F. 0.0625 0.074 0.125 0.069 0.069 0.074 0.043 0.074
T. 0.375 0.222 0.125 0.207 0.207 0.222 0.174 0.219
M.D 0.0625 0.222 0.250 0.276 0.276 0.222 0.174 0.212

1. Select a sample of expert engineers and managers for
evaluating the proposed model. The evaluation process
is made through fifteen persons, who have experience in
implementation and construction management. Table 18
gives a description of the evaluation sample.
2. Present a detailed explanation and discussion for the
proposed model.
3. Distribution of questionnaire forms to selected sample,
then data collection and analysis.
Table 21 summarizes the analysis of sample responses
to questions related to the evaluation of the proposed
system.

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Asian Journal of Civil Engineering

Table 18  Characteristic of the Nos. The work place Academic degree Experi- Current position
evaluation sample ence
(year)

1 The Ministry of Construction and Housing Ph.D. Civil 30 Manager

2 The Ministry of Construction and Housing B.Sc. Arch. 28 Project manager
3 The Ministry of Construction and Housing B.Sc. Civil 35 Project manager
4 The Ministry of Construction and Housing M.Sc. Arch. 17 Resident engineer
5 The Ministry of Construction and Housing B.Sc. Arch. 33 Manager
6 University of Baghdad Ph.D. Civil 20 Manager
7 University of Baghdad Ph.D. Arch. 27 Consultant Eng.
8 University of Baghdad M.Sc. Civil 40 Consultant Eng.
4 Al- Muthanna University/Engineering College Ph.D. Civil 28 Resident  Eng.
5 Al-khawarizmi Engineering/Consultancy bureau Ph.D. Arch. 27 Consultant Eng.
6 Al-Mra’afed Contracting Company M.Sc. Civil 16 Project manager
9 Al-Fao company B.Sc. Civil 28 Project manager
10 Mayoralty of Baghdad B.Sc. Civil 29 Site engineer
11 Al-Mansour company B.Sc. Civil 16 Site engineer
12 Mayoralty of Baghdad B.Sc. Civil 15 Planning engineer

Table 19  Results of the analysis Symbol Main and secondary criteria P.M1 P.M2 P.M3 P.M4
of sample responses on the
evaluation of four project G.S General skills
managers according to the
G.T General technical expertise, With knowledge of systems 9 6 7 6
proposed evaluation criteria
K.M Knowledge of the local market 9 5 7 5
S.K Social skills, With the ability to communicate with the parties 7 9 5 3
E.S Experience in software programs 6 7 4 2
F.M Ability to follow up and monitor progress 10 6 6 6
M.S Managerial and organizational skills
O.M Organize and manage the site 8 8 7 6
D.M Develop and motivate the team 8 7 6 6
P.M Promote allegiance and belonging for team 7 6 5 5
A.O Administrative intelligence and office skill 8 7 8 6
M.E Ability to follow up and monitor cost and time 6 5 7 6
N. Negotiability 4 5 5 3
S.P Solve problems 6 2 3 3
P.Q Personal qualities
C.Q Certificate and qualification 7 7 7 7
L.P Leading personality and ability to absorb shocks 8 5 3 4
P.S Psychologically stable 7 4 5 6
P.O Positive and optimistic 6 7 6 5
F flexible 4 4 4 3
T Trustworthy and honesty 6 9 5 2
M.D Ability to make decisions 8 4 4 2

Conclusions displayed to illustrate the levels of matching with design

objectives of this research.
Based on the outcomes of this research methodology, all
the process of analysis and techniques used in all aspects 1. The necessities of technical and economic are one of the
of the study, and the following conclusions have been main issues to enhance the position of project manager.

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 Asian Journal of Civil Engineering

Table 20  Comparison of the evaluation of the four principals is illustrated by the proposed model and the central control committee at the Uni-
versity of Baghdad

Project Evaluation according to evaluation central control committees Evaluation according to Comparison
the proposed model with evaluation
limit

1 The performance of the center, the project complains of a little lag performance 6778 < 7 almost right
2 Good performance, the project works according to the schedule and costs 6, speci- 8069 > 7 right
fied with a little delay
3 The performance is unconvincing, the project is late and complains of problems 6369 <7 right
4 The performance is bad, the project is late and complains of problems 5261 < 7 right

Table 21  Analysis of sample responses to questions related to evaluation of the proposed system

No. The questions Answers Mean Degree of
impor-
Very high High Medium Low Very low tance

1. Is the model has achieved its purpose? 5 8 2 0 0 7.4 High

2. How easily is use of the proposed system by the users? 6 5 4 0 0 7.27 High
3. What is your opinion about the accuracy of the information provided by 2 10 3 0 0 6.87 High
the proposed system?
4. What do you think about the importance of the proposed model for your 8 6 1 0 0 7.93 High
workplace?
5. Do you think that the proposed model flexible in the use of the vari- 3 3 8 1 0 6.07 High
ables?

Then, the choice of project manager affects the project’s
success or failure.
2. The researcher found that there are three basic criteria
for selecting the project manager: general knowledge,
personal skills, performance, or knowledge management
and organizational skills. Are divided into a set of sec-
ondary standards.
3. The management and management skills (performance)
are the highest in terms of evaluation (52.5%), followed
by the personal skill criterion (33.4%) and then the gen-
eral knowledge criterion (14.1%).
4. Technology AHP contributes to the evaluation of the
project manager’s selection criteria and achieves excel-
lent results compared to other technologies. When it
has a consistency indicator less than (0.1) indicating the
consistency and accuracy of the data.
5. The sample of the questionnaire when evaluating the
general knowledge criteria indicated that the general
technical expertise with knowledge of system gained
35.2%, followed by social skills and the ability to com-
municate 22.1%, then the knowledge of the local market
21.8%.
6. The sample of the questionnaire when evaluating the
managerial and organizational skill criteria indicated
that the ability to organize and manage the site 24.2%,
followed by the ability to develop and motivate the team
21.4%, then the ability to solve problems 18.9%.
7. The sample of the questionnaire when evaluating the
personal skill criteria indicated that the ability to make
decisions gained 25.9%, followed by leading personal-
ity and ability to absorb shocks 24.6%, and trustworthy
24.6%.
8. Through the case study and evaluation of the proposed
model, the researcher found that project managers are
not fit for management at most.
9. The proposed model proved its accuracy in the evalu-
ation of project managers. Based on those outcomes
from the study this model can be adopted to qualify and
evaluate project managers before starting in execution
procedures to help the top management of the project
to design valuable performance and reach to acceptable
performance of the project.
Compliance with ethical standards 
Conflict of interest  On behalf of all authors, the corresponding author
states that there is no conflict of interest.
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