Project Manager Competency Requirements in Lean-Oriented Construction Delivery: Evidence from Job Advertisements in Canada
2026
Download PaperDOI: https://doi.org/10.60164/8t940u4t4
Authors: Suzana Trac, Xiang Yuan, Hamid Zaman, Xinming Li
Citation:
Trac, S., Yuan, X., Zaman, H., and Li, X. (2026). Project Manager Competency Requirements in Lean-Oriented Construction Delivery: Evidence from Job Advertisements in Canada. Lean Construction Journal 2026 Special Issue CRC-CSCE pp 114-138 https://doi.org/10.60164/8t940u4t4 (Submitted 10Jan2026; Accepted 10Sep2026) www.leanconstructionjournal.org
Abstract:
Purpose: Project management is a key skill set in construction to support project design and delivery in accordance with contractual requirements. This paper examines competencies sought for construction project managers in Alberta and how these competencies vary and co-occur across contracting parties and industry sectors. This study uses Lean Construction as an analytical framework that treats competency configurations as system-level capabilities required by lean-oriented construction delivery to support flow, reliability, and cross-party coordination.
Research Method: A competency framework derived from existing literature was applied to analyze 220 job advertisements. Competency frequency and co-occurrence were examined across contracting parties (owner, consultant, contractor) and industry sectors (building, infrastructure, industrial), with statistical testing used to assess contextual dependency.
Findings: Technical, communication, and select managerial competencies were most frequently cited. Owner and consultant postings emphasized technical and communication competencies, whereas contractor postings emphasized communication and managerial competencies. Differences across industry sectors were limited, indicating that delivery role and service scope influence competency demand more strongly than project type. Competencies were commonly specified as role-based configurations that reflect the distinct system-level capabilities each contractual role requires to maintain flow and support planning reliability in lean-oriented construction.
Limitations: The study is limited to job advertisements from a single Canadian province and reflects stated employer expectations.
Implications: The findings reveal role-differentiated capability configurations across owner, consultant, and contractor roles, reflecting what lean-oriented construction systems require at each delivery stage. A persistent gap is identified between these role-specific system requirements and the relatively uniform way competencies are currently articulated in recruitment practice. Selected competencies are further mapped to lean methods and operational logics, illustrating how each configuration contributes to flow stabilization, variability reduction, and planning reliability across delivery roles.
Value for practitioners: The results provide practitioners with market-informed insight into role-specific competency expectations, supporting targeted recruitment, professional development, and role alignment in construction project delivery.
Keywords: construction project management; competency framework; job advertisement analysis; contracting party; construction industry
Paper type: Full paper