Construction And Application Of Competency Model For Overseas Project Manager Of DJ Company

In recent ten years,with the deepening of China’s cooperation initiatives to build the"New Silk Road Economic Belt" and the "21st Century Maritime Silk Road",the scale of infrastructure investment and construction in countries along the "the Belt and Road" has continued to expand,and the number of overseas orders of Chinese engineering construction enterprises has increased dramatically.In this process,due to the improper selection and employment of high-level overseas project management talents,many engineering construction enterprises encountered setbacks in the process of overseas project performance,causing huge economic losses to enterprises.Therefore,how to scientifically and effectively select and cultivate excellent overseas project management talents has become an urgent need for more and more Chinese funded enterprises.DJ Electric Power Construction Engineering Company(hereinafter referred to as "DJ Company")is a state-owned electric power engineering construction enterprise,whose main business is the construction of infrastructure such as coal-fired power plants,gas power plants,high-voltage transmission lines,etc.DJ Company implemented the enterprise’s "going global"development strategy at the beginning of the 21st century,and constantly developed overseas engineering contracting business.With the increasing number of overseas bid winning projects,although the territorial policies,technical standards,unit size and regional culture faced by various overseas projects are different,the project quality,performance progress and operating efficiency of projects with excellent overseas project managers have been improved substantially.Therefore,the scientific selection of overseas project managers is the key to the successful performance of overseas projects.The establishment of a scientific and standardized selection system for overseas project managers is essential to avoid the risk of overseas project performance and achieve good performance.Otherwise,the performance management level of overseas projects will be uneven and the business performance will be unsatisfactory.This thesis collects data,analyzes and researches problems through literature,interview and questionnaire.First,use the literature method to consult and study relevant academic reports,journals,theoretical books,professional thesis and other materials to learn the theoretical knowledge of competency,and then sort out the research results of competency models in relevant posts in the field of engineering construction,so as to further master the practical experience of the construction and application of competency models.Then,by sorting out the business performance,organizational structure and overseas management talents of DJ Company’s overseas projects,it was found that the competency of project managers played the most important role in the performance of the overall project during the implementation of overseas projects,and further analyzed that there were problems in the selection methods and standards of DJ Company’s existing overseas project managers,Finally,the necessity of establishing the competency model of DJ’s overseas project manager is analyzed.In view of the competency of overseas project managers,this thesis uses the method of behavioral event interview and questionnaire survey to analyze and extract five categories of 29 competency elements that overseas project managers should have,and then constructs the first level indicators of leadership,engineering and technology capabilities,international business capabilities,cross-cultural element capabilities,and anti stress capabilities through factor analysis 7 indicators,including overall awareness,decision-making ability,charisma,resource coordination ability,and information analysis ability,constitute leadership;7 indicators,including engineering technical knowledge,industry qualification,similar project experience,construction progress control,construction quality control,construction cost control,and safety management,constitute engineering technical ability;7 indicators,including overseas laws and regulations,international business knowledge,international trade knowledge,performance awareness,risk control awareness Six indicators,including negotiation skills,constitute the international business ability.Seven indicators,including international vision,foreign exchange initiative,social public welfare awareness,foreign language proficiency,and local culture,constitute the cross-cultural element ability.Four indicators,including anti work pressure,anti loneliness ability,anti accident pressure,and anti environmental pressure,constitute the competency model of DJ’s overseas project manager.Finally,the competency model is applied to the G project newly signed by DJ Company overseas,and the weight of each indicator is analyzed by using the analytic hierarchy process,so that the first level indicators are ranked from high to low in the order of leadership,engineering and technical ability,compressive ability,international business ability,cross-cultural factor ability,and the second level indicators are ranked first in the order of decision-making ability,international business ability,foreign language expression ability Anti work pressure,resource coordination ability,construction safety management.engineering technology level,external communication initiative,team building ability,and risk control awareness.Finally,the thesis puts forward management suggestions for the selection of new project managers of DJ Company,which provides practical value for DJ Company to improve the overall competency level of overseas project managers.