Projects are becoming the ubiquitous mechanism for creating new products, services, and processes. However, based on deviation from schedule, budget, and requirements, projects are failing at an alarming rate. The purpose of this descriptive correlational study was to assess whether the relationship between the project manager and project engineer has a significant impact on project performance. A validated survey from Wu (2009) was used and administered to project managers who were members of the Project Management Institute Rio Grande Chapter, and project engineers identified by them. The surveys were analyzed using a Pearson Correlation with a sample of 44 project managers from a population of 404, resulting in a 95% confidence level with a confidence interval of 14.25%. The survey results indicate that there were significant correlations between the relationship of the project manager and project engineer and project performance in the areas of affect, loyalty, contribution, respect, and exchange. The outcomes of the analysis led to the development of a model of project performance that leaders could use to facilitate the significant relationships between the project manager and engineer.
|Advisor:||Lowrey, Kimberly D.|
|Commitee:||Gavin, Diane, Johnson, Ronald C.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 75/05(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Dyadic relationships, Leader and member exchange, Loyality and respect, Project managers and project engineers, Project performance|
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