Applying the AHP Method for the Selecting Model of Project Manager with PMI Talent Triangle as Analysis Basis

• Main Authors: LIN, YEN-JEN, 林妍榛
• Other Authors: YEN, CHAO-HSIEN
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/68q4cj

碩士 === 逢甲大學 === 專案管理碩士在職學位學程 === 106 === Every year in Taiwan, thousands of Projects are implemented. Because of high turnover rate of enterprise’s talents and lacking suitable selection, the selection of talents is not effective such that project management cannot be implemented completely. Therefore, This research utilizes system thinking to define problem, analyze problem, find out countermeasures, and summarizes the important role of project manager. Project manager need to lead teams for internal corporation and play the role of communication for external interface, so project manager is a key factor in project success. Inspired by PMI Talent Triangle, this study collects the feedbacks of experts through the validity questionnaires, then organizes and obtains criteria of selecting and evaluating project manager. By using the three evaluation aspects of Technical Project Management, Strategy and Business Management, and Leadership, six categories and twenty four criteria constitute the selecting model. Then, this research applies Fuzzy Theory and Analytic Hierarchy Process questionnaire to experts from different backgrounds and concludes the weights of criteria for the project manager selection. According to the weights questionnaire analysis, the study finds that experts in different fields have different weight preferences on the Evaluation Aspect: while the promoters value leadership (weight 0.4464), the learners pay more attention on technical project management (weight 0.4595), and the project management practitioners believe that strategy and business management (weight 0.3413) are the most important aspect. According to the comprehensive analysis of all questionnaires, the first criterion on the weight ranking is strategic and business management (weight 0.3413), followed by leadership (weight 0.3322), and professional project management (weight 0.3265). Those aspect weights are very close and consistent with "PMI Talent Triangle" concept focuses on these three key skills, so the result of this study is very representative. Through weights and ranking from the study, they can be used as a reference for the future selection of the practitioner comprehension. Keywords: Project Management, Project Manager, Analytic Hierarchy Process, Competencies, PMI Talent Triangle