Ambito de administración

ámbito de administración

alineación estratégica

a favor de la evaluación y mejora

el inicio del proyecto

interpersonales

gestión de relaciones con

gestión de recursos

proyecto de planificación y control

programa de gestión

finalización

gestión del tiempo

de gestión de calidad

los costes de gestión

cuestión jurídica

la funcionalidad del producto

mercadeo

gestión de riesgos

unidad de la Cruz-resultados

A recent publication, Competencies

in Project Management, National

Competence Baseline for Scandinavia

(F angel, 2005), points in this direction;

according to its author, the competencies

of modern project managers are

now to be based on the intertwining of

leadership behavior, project management

experience, and competence in

traditional project management methods.

This new way of thinking is supported

by the IPMA Competence

Baseline v. 3 (2006), issued in June 2006,

which illustrates the necessary competences

of the modern project manager

by the innovative ªE ye of C ompetenceº

and where contextual, behavioral, and

technical competences are all represented.

This diagram has been an eyeopener

for the field.

Other standards, such as A Guide to

the Project Management Body of

Knowledge (PMBOK ! GuideÐThird

edition) (PMI, 2004) and IS O10006:2003

(International S tandards Organization,

2003 ), do certainly define project management

in terms of a coherent body of

knowledge; however, they seem to

reflect somewhat outdated viewpoints.

This is undesirable, as project management

as a discipline is, and should be,

dynamic and in a state of incessant

development. F or this reason also, the

question of what knowledge and skills

will be needed in the future for the project

manager to excel can probably

never be fully answered. The history of

project management points to an ongoing

maturation process, requiring our

answers to this important question to

be modified from one period to the

next. The objective of the present article,

however, is to answer this question

for the current period.

Many researchers have attempted to

define measurements to identify the

most crucial elements of project management

and have done so by analyzing

various sources of information. Z obel

and W earne (2000) analyzed the relative

frequency of attention to different project

management body of knowledge

topics in some of the papers presented

at PMI and IPMA seminars, symposia,

and congresses during the period

1996± 1998 . A total of 44 important

topics were identified and used as a reference

guide. U rli and U rli (2000) used

a ªscientometric methodº of text in

order to identify tendencies in the association

of keywords in the electronic

database AB I-IN F OR M in all papers

published between 198 7 and 1996 that

were considered relevant to project

management. The method, which was

not based on any previous classification,

was meant to illustrate what

the presenters themselves deemed the

most significant elements.

In a paper by C rawford, Pollack, and

E ngland (2006), the highlighted trends

within project management literature

in the period 1994± 2003 were identified

based on an analysis of articles in the

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