Self-efficacy Improvement Effects on Modern Project Managers

The project management fraternity needs to go beyond merely achieving current levels of excellence and become more relevant to the needs of modern business. These dynamic environments show high levels of pressure to perform, as well as rapid changes caused by advances in technology such as the internet. Factors such as globalization and recessions are playing a role in the intense contemporary organization. Hence, the current project manager effectiveness factors previously researched like methodology, people-skills and leadership have brought project practice only so far. These refer to how the project manager relates externally during project practice, in terms of how the project manager relates to the project itself, the resources and stakeholders; but what of the project manager's own, internal self-assessment of his or her abilities? How does self-talk impact him or her, and ultimately the success of the projects being managed?

Autorentext

During Autram Jacobs career as a Project, Programme and later a Portfolio Manager in Technology for top IT and blue-chip firms, he graduated top of his class with an MBA degree. With his academic emphasis on leadership and Project Management, he was invited to speak at numerous Project Management conferences in South Africa and abroad.