چكيده به لاتين
According to the needs of our country for the electricity industry, the construction of Bushehr nuclear power plant units is underway. many factors affect the success or failure of a project, including the competencies of project managers. The competence of project managers and competency-based training is very important in project-based organizations and guarantees the success of project implementation. Due to the risks faced by nuclear power plant construction projects, the competence of project managers and competency-based training in the construction of the second and third units of the Bushehr nuclear power plant has great importance. The purpose of this research is to analyze and design a competency model for the project manager in the construction of a nuclear power plant for use in processes related to human resources. The statistical population of this research is the project managers of the Bushehr nuclear power plant construction project. In this research, a competency list was extracted by studying various sources including articles, books, thesis, and reviewing competency standards. As well as the competency model of project managers was modified with three dimensions; Environmental, behavioral, and technical competence, by comparing cases with ICB standards and consulting experts. The competency model includes 28 extracted competency elements. Then, based on this list, a questionnaire was prepared to determine the importance of competencies and their ranking. The data obtained from the questionnaire were analyzed using statistical techniques, the Friedman test, and SPSS software. The results of data analysis show that competencies such as quality management, negotiation skills, project scope management, financial management, conflicts management, crisis management, leadership ability, analytical thinking, problem-solving, and time management are the most important competencies. On the other hand, competencies such as understanding the impact of governance structures and processes on the project, change management, procurement management, understanding the culture and values of the organization, and their consequences on the project, and the ability to design the project according to the employer's demand are less important.
Among the three groups of environmental, behavioral, and technical competence, the most important and effective competencies are related to behavioral competencies. This fact indicates that in order to select, upgrade and develop the competencies of the nuclear power plant project manager, the most attention should be paid to these competencies. Recruitment plans usually focus on the technical competencies of project managers, while according to the results of the research, the behavioral competencies of the project managers are more important. Therefore, to improve the recruitment process, it is necessary to revise the current guidelines.
The results of this research can help human resource managers to make a competency-based choice and use this competency model to recruit, train, and evaluate the performance of nuclear power plant project managers. It is hoped that with the help of this model, project managers and their assistants will be able to perform better in nuclear energy projects and help conserve nuclear energy as a sustainable energy option.
