ارزيابي شايستگي مديران پروژه با استفاده از رويكردهاي تصميم گيري فازي و با توجه به نوع پروژه : مطالعه موردي در يك سازمان پروژه محور

eva‎luating Project Managers’ Competencies Using Fuzzy Decision-Making Approaches with Respect to Project Type: A Case Study in a Project-Oriented Organization

مديريت

With the expansion of project-oriented organizations an‎d the increasing diversity an‎d complexity of projects, eva‎luating the competencies of project managers has become one of the major challenges in the field of project management. Although various international frameworks emphasize the multidimensional nature of project managers’ competencies, most existing approaches fail to systematically account for differences in project types an‎d characteristics in the competency eva‎luation process. Therefore, the present study aims to develop a comprehensive, contingency-based, an‎d data-driven framework for eva‎luating project managers’ competencies with respect to project type. This research is applied in terms of purpose an‎d adopts a descriptive–analytical an‎d multi-criteria decision-making approach in terms of methodology. In the first stage, project managers’ competencies were identified based on well-established international stan‎dards, including PMCDF, ICB4, an‎d APM, an‎d subsequently refined to fit the context of the studied project-oriented organization. Then, the fuzzy Delphi method an‎d Fuzzy Analytic Hierarchy Process (FAHP) were employed to determine the relative importance of the identified competencies. To reduce data dimensionality an‎d eliminate multicollinearity among competency indicators, Principal Component Analysis (PCA) was conducted using SPSS software. Finally, Data Envelopment Analysis (DEA), adopting an input-oriented model with variable returns to scale, was applied to assess the relative efficiency of project managers in transforming competencies into performance outcomes. The findings indicate that the relative importance of project managers’ competencies is significantly influenced by project type, suggesting that a uniform competency eva‎luation model cannot adequately reflect the actual requirements of different projects. Moreover, the DEA results reveal that some project managers, despite possessing high levels of competencies, exhibit lower relative efficiency in converting these competencies into performance outcomes, whereas others achieve superior performance through more effective utilization of their competency resources. Overall, the proposed framework, integrating fuzzy decision-making methods, dimensionality reduction techniques, an‎d efficiency analysis, provides a robust an‎d contingency-based approach for eva‎luating both the competencies an‎d performance of project managers. This framework can serve as a practical decision-support tool for selec‎ting, assessing, an‎d developing project managers in project-oriented organizations.

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