How to cite:
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan. (2021).
The Effect of HR Competence, IEP Innovation and Service Quality on
Project Management in Building Project Performance. Journal Eduvest.
1(11): 1240-1252
E-ISSN:
2775-3727
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Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
p- ISSN 2775-3735 e-ISSN 2775-3727
THE EFFECT OF HR COMPETENCE, IEP INNOVATION AND
SERVICE QUALITY ON PROJECT MANAGEMENT IN BUILDING
PROJECT PERFORMANCE
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
Pancasila University, Indonesia
E-mail: tiaraardhiti@gmail.com, mombangsihite@univpancasila.ac.id dan
derriawan@univpancasila.ac.id
ARTICLE INFO ABSTRACT
Received:
October, 26
th
2021
Revised:
November, 16
th
2021
Approved:
November, 18
th
2021
The use of Integrated Engineering Procurement (IEP)
information technology can allegedly be used to build HR
competencies, service quality, project performance and
project management to overcome problems of project
time delays, costs, and quality/quality of work. The
purpose of this study is to identify the effect of HR
competence, IEP innovation (integrated engineering
procurement), service quality on project management in
improving project performance. This research uses a case
study in the Situ Bagendit revitalization project run by PT
Adhi Karya Tbk. The research method used is quantitative.
Quantitative research using SEM PLS. Sampling through
purposive sampling method and obtained 117 research
units. The results showed that based on SEM analysis
stated that the relationship between HR Competence, IEP
Innovation and Service Quality was significantly related to
project performance. Likewise, the relationship between
Project Management and project performance has
created a significant positive.
KEYWORDS
HR Competence, IEP Innovation, Service Quality, Project
Management, Project Performance
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1241
INTRODUCTION
National strategy project is an infrastructure development project that is
considered strategic enough to optimize the economic sector, equitable development,
improve community welfare, as well as development in each region (Siswanto & Alfian,
2016). This design has the intention of meeting all basic needs, as well as optimizing the
prosperity of the community. In the National Medium-Term Development Plan or
abbreviated as RPJMN 2020-2024, the government prioritizes private investors with an
allocation of 42%. Thus, infrastructure development capital relies on the state budget.
Infrastructure is a physical facility that plays a crucial role and becomes the
foundation and wheel that drives economic growth. Infrastructure, as community social
capital, is quite needed to accelerate national development and function as a catalyst for
the production and marketing stages (Naleng & Monintja, 2020). According to the
conditions on the ground, the implementation of infrastructure projects has an impact on
the quality of the built infrastructure. Damage to various government buildings that were
not long ago often occurred, the results of the work did not match the specifications, the
service life of the building ended quickly, and the construction of the building failed. The
poor infrastructure situation also has a negative impact on social and economic
development. There are various technical and non-technical factors that are directly or
indirectly involved in influencing the quality of infrastructure (Adyatma & Oktaviani,
2015).
The stalled national projects that have been in existence include the construction
of the Pemalang-Semarang toll road, the construction of the Red and White Bridge in
Ambon, the construction of Kertajati Airport in Majalengka, Wisma Atlet Hambalang, 34
power plant construction projects, the Umbulan minimal water supply system project in
Pasuruan, and many other projects. others were neglected, especially in 2020-2021 to
coincide with the COVID 19 pandemic. Construction services as explained in Law
Number 18 of 1999 are consulting services for construction work plans, work
implementation, and construction services, including supervision of construction work
(Raharja, 2014). Construction work itself is a series of works through the design of plans
and implementation, including monitoring which includes architectural, civil, mechanical,
electrical, and environmental management works, as well as equipment to realize its
physical form. Several stages in a construction project, including feasibility studies,
briefing, design, procurement, construction, and maintenance and start-up (Noferi &
Wibowo, 2017 ).
The Directorate General of Resources and Equipment of Post and Information
Technology (Ditjen SDPPI) of the Ministry of Communication and Informatics has a plan
by providing telecommunication statistical data and information in real time, so that it can
be accessed directly for the benefit of business people, authority makers, or for the
community (Setiawan , 2017). This will happen because of technological advances in the
field of data analysis. With technological advances that are increasingly driving the
industrial revolution 4.0, there will be disruptions or disruptions that will affect the
company. Disruption comes from deception or like the non-acceptance of denial. The
more disrupted it gets, the more exciting it becomes and a network of new, invisible
opponents becomes. Disruption strategy to generate new job opportunities, as well as
competition that is only built through the latest procedures as well. Rhenald Khasali said
that there are several designs that companies can implement in order to gain victory
during competition, especially those that are increasingly stringent, firstly carrying out
self-disruption through revolutionary observation of work procedures, innovating
products, as well as designing online systems to integrate the company with the target
Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
1242 http://eduvest.greenvest.co.id
market, as well as evaluating the funding structure. or business stage. The second stage is
collaborating with new businesses that are developing or appear to be increasing in the
market. Please look for similar work patterns in order to cut your budget. The third stage,
which is to provide training for all executive ranks to examine the meaning of disruption
and break their mindset. The final stage, which is to refocus the segment, examine the
segments that have the opportunity to be opened and created without taking a long time
(Kurniawan & Budhi, 2017).
Problems with procurement or procurement in a construction project are the
unavailability of updated material reports, material in and out information is not well
documented, cost control is difficult to evaluate materials, the process of bookkeeping for
warehouse card reports is still conventional, there is no standardization of project material
reports, there is no material reporting digitally via smartphone.
According to the explanation in the background of the problem, if there is a main
problem in the the field of procurement of construction projects is the unavailability of
updated material reports, information in and out of materials is not well documented, Cost
Control is difficult to evaluate materials, the process of accounting for warehouse card
reports is still conventional, there is no standardization of project material reports, there is
no material reporting digitally via smartphones. The purpose of this study is to analyze
HR competencies that affect project management.
RESEARCH METHOD
The author uses a quantitative descriptive method. A method that mixes
descriptive, qualitative, and quantitative methods. Descriptive research is research that
tries to describe problems based on data collection, as well as analyzing and interpreting
(Fitrah, 2018). While quantitative analysis using Structural Equotion Modeling (SEM).
SEM is a multivariate statistical analysis method (Fernandes, 2017). SEM has 3 activities
simultaneously. These activities include checking the validity and reliability of the
instrument (confirmatory factor analysis), testing the relationship model between
variables (path analysis), and obtaining a suitable model for prediction (structural model
analysis and regression analysis). To process SEM data more easily, you can use the help
of Smart PLS statistical software.
RESULT AND DISCUSSION
The Company has taken a lot of effort in managing the impact caused by changes
both inside and outside the Company, with the aim of ADHI continuing to operate in the
face of the dynamics of the times, technological advances along with increasing
awareness of quality services. In Change Management, the following steps have been
explained to be carried out by the Company.
1. Identification, namely the search or recognition of the following changes with the
needs and types of changes.
2. Planning, namely technical analysis and determination of strategy, selection of
supporting factors in order to create better changes.
3. Implementation, namely monitoring any changes and the possibility of other problems
arising.
4. Evaluation and feedback, namely data collection and evaluation in order to have an
impact on any changes. Details of the change plan (change management) in the business
mechanism are described in each Department Manual.
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1243
The Situ Bagendit area arrangement has the following scope of work:
1. Zone 1 Konstruksi Construction Area Work
a) Entrance gate and parking lot area work
b) Plaza area work
c) Tourist dock work
d) Amphitheater building works
e) Lotus garden work
f) Office building work
g) Service building work
h) Renovation work of kiosk building in main plaza
i) Control tower building works (3 units)
j) Food court building work
k) Work on building a waste disposal site (TPS)/garbage bin
l) Male/female toilet renovation work
m) City park area work/education zone
n) Outdoor & landscaping installation
o) Bamboo mosque building
p) VIP Restaurant & Pedestrian Building Type C
2. Pedestrian Work Zone 2-6
a) Pedestrian Work Zone 2 (Length 2,869.80 m')
b) Pedestrian Works Zone 3 (Length 1,157.90 m')
c) Pedestrian Work Zone 2 (809.20 m')
d) Pedestrian Works Zone 2 (Length 852.40 m')
e) Pedestrian Work Zone 2 (Length 1,006.20 m')
3. Construction of Nusa Kelapa Island Area
a) Nusa Kelapa Island Area Works, Land works, main plaza and secondary skin mosque
area, pier 2 plaza, water plaza, floating bridge plaza, pier 3 plaza, playground plaza,
literacy plaza, pedestrian, sky bridge, culinary shelter, floating bridge , outdoor furniture,
pier 1, pier 2, mechanical & plumbing clean water site, electrical site.
b) Mosque Construction Work Mosque Tower Work Figure 1. Site Plan Situ
Bagendit
Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
1244 http://eduvest.greenvest.co.id
Figure 2. Site Plan 3D Situ Bagendit
The revitalization or arrangement of the tourist area Situ Bagendit in Bagendit Village,
Banyuresmi District, Garut Regency, officially began on November 1, 2020. This was marked by
the signing of a contract agreement between the Commitment Making Officer for the Development
of Regional Settlement Areas II, the West Java (Jabar) Regional Settlement Infrastructure Center
and PT Adhi Karya (Persero) Tbk. as the implementing contractor for the arrangement of the Situ
Bagendit area.
Construct Validity and Reliability Testing
PLS analysis must be used in measuring each construct's validity and reliability as well as
testing the Goodness of Fit in the outer model. The three methods for measuring it are as follows.
First, convergent validity, second discriminant validity, and third, composite reliability.
a. Convergent Validity
In measuring the convergent validity of the outer model, namely through attention to each
value of the outer loading of each variable. If the outer loading value is more than 0.5, then the
indicator is considered valid as convergent. The following is a table with a complete description of
the results of the test:
Table 1. Convergent Validity Test Results.
Variable
Indicator
Outer Loading
Information
HR Competency
KS1
0.864
Valid
KS2
0.845
Valid
KS3
0.894
Valid
KS4
0.909
Valid
KS5
0.833
Valid
Iep Innovation
IIEP1
0.872
Valid
IIEP2
0.901
Valid
IIEP3
0.852
Valid
IIEP4
0.745
Valid
IIEP5
0.813
Valid
Service Quality
KP1
0.825
Valid
KP2
0.823
Valid
KP3
0.789
Valid
KP4
0.850
Valid
KP5
0.731
Valid
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1245
KP6
0.887
Valid
KP7
0.762
Valid
KP8
0.900
Valid
Project Management
MP1
0.924
Valid
MP2
0.758
Valid
MP3
0.858
Valid
MP4
0.899
Valid
Project Performance
KJ1
0.856
Valid
KJ2
0.903
Valid
KJ3
0.835
Valid
KJ4
0.653
Valid
KJ5
0.846
Valid
Source: Primary data processed, 2021
Based on these data, it appears that the value of the outer loading on the measurement of
the research variables is more than 0.5, thus each indicator is fulfilled as the fifth construct
measuring instrument with convergent validity.
b. Discriminant Validity
In an effort to measure construct validity, one of them is by using discriminant
validity. The discriminant validity is testing the construct as accurately as possible
because it only measures the related construct, not other constructs. The mechanism used
in measuring discriminant validity is through the AVE root method compared to the
correlation between latent variables. When you see the root of AVE is greater than the
correlation between latent variables, it indicates a valid discriminant. The following are
the results of the Discriminant validity test with the AVE root:
Table 2. Discriminant Validity Test Results
Variable
AVE
Root
AVE
Correlation Score Between Latent
Information
KS
IIEP
KP
MP
KJ
KK
0.743
0.862
0.794
0.813
0.742
0.716
Valid
KO
0.756
0.869
0.794
0.742
0.740
0.719
Valid
LK
0.677
0.823
0.813
0.742
0.714
0.729
Valid
PP
0.703
0.838
0.742
0.740
0.714
0.468
Valid
SK
0.677
0.823
0.716
0.719
0.729
0.468
Valid
Source: Primary data processed, 2021
Through these data, the root value of the AVE appears to be greater than the
correlation value between latent variables, so that the discriminant validity test has been
fulfilled.
c. Composite Reliability
In measuring the reliability of the construct is to use composite reliability.
Constructively, a variable can be considered reliable if the composite reliability value is
more than 0.7. The data from the reliability measurement results are presented in the table
below:
Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
1246 http://eduvest.greenvest.co.id
Table 3. Composite Reliability Test Results.
Variable
Composite Reliability
Information
Project Management
0.920
Reliable
HR Competency
0.939
Reliable
Iep Innovation
0.943
Reliable
Service Quality
0.922
Reliable
Project Performance
0.912
Reliable
Source: Primary data processed, 2021
Based on these data, it appears that all values of composite reliability show that it is
0.7 greater than the value, for that composite reliability is fulfilled. It can be concluded
that each indicator is a measuring tool for each construct.
Outer Model Results
The outer model is a search for the size of the variable seen from every indicator in
it. The outer loading and outer weight values show that each indicator weight becomes a
measuring tool for each latent variable (Reagan, 2016). The largest indicator through
outer loading and outer weight shows that the indicator is the most dominant or strongest
measuring instrument. Then the outer loading can be considered to have significance in
finding the size of the latent variable, if the T-statistic is greater than 1.96 and the P-value
is less than 0.05.
1. Outer Model on HR Competency Variables
HR competence is the first variable that there are five in determining the
measurement. The results of the outer Market Orientation model are presented in the table
below.
Table 4. Outer Model Results on Market Orientation Variables
Indicator
Outer
Loading
T-statistic
P-value
Informatiom
KS1
0.864
25.240
0.000
significant
KS2
0.845
33.414
0.000
significant
KS3
0.894
52.436
0.000
significant
KS4
0.909
61.454
0.000
significant
KS5
0.833
30.070
0.000
significant
Source: Primary data processed, 2021
Based on these data, it appears that there are five indicators in HR Competency. Of
the five, the KS4 indicator, namely Supporting the smoothness and accuracy of achieving
goals in the Procurement of Goods/Services related to the Understanding factor in HR
competence has the highest outer loading value.
2. Outer Model on IEP Innovation Variables
IEP innovation is the second variable that has five indicators in determining its
measurement. The results of the outer model are presented in the table below.
Table 5. Outer Model Results on IEP Innovation Variables.
Indicator
Outer Loading
T-statistic
P-value
Information
IIEP1
0.872
19.140
0.000
significant
IIEP2
0.901
63.749
0.000
significant
IIEP3
0.852
23.299
0.000
significant
IIEP4
0.745
6.888
0.000
significant
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1247
IIEP5
0.813
32.643
0.000
significant
Source: Primary data processed, 2021
Based on these data, it appears that there are five indicators in the IEP Innovation
variable. Of the five, the IIEP2 indicator, namely the provider can monitor the
procurement stages online and more quickly regarding the factor of creative ideas or new
methods in innovation with the highest outer loading value.
3. Outer Model on Service Quality Variables
Company performance is the third variable that has eight indicators in determining
its measurement. The results of the outer model of the service quality variable are
presented in the table below.
Table 6. Outer Model Results on Service Quality Variables
Indicator
Outer Loading
T-statistic
P-value
Information
KP1
0.825
29.058
0.000
significant
KP2
0.823
31.182
0.000
significant
KP3
0.789
24.340
0.000
significant
KP4
0.850
19.917
0.000
significant
KP5
0.731
8.762
0.000
significant
KP6
0.887
32.883
0.000
significant
KP7
0.762
20.274
0.000
significant
KP8
0.900
39.825
0.000
significant
Source: Primary data processed, 2021
Based on these results, it appears that there are eight indicators in testing the
Company's Performance. Of the eight KP8 indicators, namely Having appropriate skills,
Having technological experience with the highest outer loading value.
4. Outer Model on Project Management Variables
The Project Management variable which is the fourth variable in determining the
indicators is divided into five. The Outer model of the IEP Innovation Building variable
can be seen from the table below.
Table 7. Outer Results of Project Management Variable Model
Indicator
Outer Loading
T-statistic
P-value
Information
MP1
0.924
46.593
0.000
significant
MP2
0.758
7.801
0.000
significant
MP3
0.858
33.895
0.000
significant
MP4
0.899
36.089
0.000
significant
Source: Primary data processed, 2021
Based on these data, it appears that there are four indicators in project
management. But of the four, the MP1 indicator, namely the time of processing is right
and not delayed, even if it is delayed according to the agreed terms, the outer loading
value is the highest.
5. Outer Model on Project Performance Variables
Project Performance, which is the fifth variable, determines the indicators that are
divided into five. The Outer model of Project Performance is shown in the table below.
Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
1248 http://eduvest.greenvest.co.id
Table 8. Outer Model Results on Project Performance Variables
Indicator
Outer Loading
T-statistic
P-value
Information
KJ1
0.856
24.083
0.000
significant
KJ2
0.903
38.408
0.000
significant
KJ3
0.835
23.764
0.000
significant
KJ4
0.653
8.665
0.000
significant
KJ5
0.846
25.175
0.000
significant
Source: Primary data processed, 2021
Based on the test results of the outer model, it appears that the project performance
is identified by five indicators. Of the five, it can be seen that the KJ2 indicator, namely
Management is able to optimize the contribution of suppliers, subcontractors with the
highest outer loading value.
The Influence of HR Competencies on Project Management
Testing the direct influence between HR Competence on Project Management
obtained the inner weight coefficient with a value of 0.315 following T-statistics of 2.871
and P-value of 0.002 because the T-statistics value> 1.96. If the P-value < 0.05, then there
is a significant direct influence of HR Competence on Project Management.
HR is a crucial aspect in project implementation. Each individual involved is
driven by project management so that they can take on their respective roles as much as
possible, can plan as well as possible and are competent in project management. In the
scope of national and human development that
integrated, professional competence and mature personal can strengthen each other.
A strong attitude and behavior can also be formed through professionalism. HR
competence has an effect on project management. Human Resources in Project
Management focuses on Project Team recruitment, organization and management until
the end of the project. His role starts from defining the core competencies that will be
needed, to team building and motivation. The relationship between Human Resource
Management and Project Management is strategic. Both are useful for company
competitiveness. Human Resources are the key to every job done in the company because
they represent the people. Project Management is measured by the success of different
projects which can represent any benefit, innovation or improvement. It seems that
project success requires success in team project management, which is an HR function.
Three main processes are taken into account: selection, training and management. They
represent layers of the overall role of Human Resources in Project Management. They are
described and analyzed while raising key issues to be addressed.
Influence of IEP Innovation on Project Management
Testing the direct influence between IEP Innovation on Project Management
obtained the inner weight coefficient with a value of 0.482 following T-statistics of 4.125
and P-value of 0.000 because the T-statistics value is > 1.96. If the P-value < 0.05, then
there is a significant direct effect of IEP Innovation on Project Management.
In line with Maria's (2011) research which examines using systemic project
management, which requires providing flexibility in planning, communication, and
controlling activities, technological innovation projects are more successful than
conventional systems. The technology system provides the flexibility to manage
innovation, complexity, and uncertainty in projects more successfully than conventional
systems so that it is easier to monitor and track data to create the best quality, price and
quality.
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1249
Bendik (2010) and Ahuja et al (2010) state that building project management
(Building Project Management) requires effective coordination and collaboration between
multiple project team organizations which can be achieved by real-time flow of
information between all participants. In the current scenario, this can be achieved with the
use of information communication technology (IT). The results of the analysis of Ahuja
et al (2010) are helpful in showing that the increased and mature use of IT for general
administration in organizations will lead to:
a. Better IT infrastructure within the organization
b. Electronic database development; and
c. Confident staff using information technology (IT) tools
In such a scenario, staff will use advanced software and IT technology for project
management (PM) processes and that will lead to increased adoption of IT for PM
processes. But, for general administration as well, IT adoption will be enhanced if the
organization interacts more with geographically dispersed agencies and senior
management feels that significant benefits will be gained by IT adoption. All factors are
interrelated and their effects cannot be maximized separately.
Factors that affect project management performance, namely the project life cycle
(PLC) and key performance indicators (KPI). The results of Humaidi and Said's (2011)
analysis show that these two factors have an influence on project management
performance in the field of ICT and construction projects. The T-Test results also show
that there is no significant difference between ICT and construction projects in Klang
Valley, Malaysia.
Lee, Lee and Yu (2010) stated that the main IT application, project management
information system (PMIS) has played an important role in the construction management
process. This is because PMIS is an information system that collects, integrates, and
disseminates the outputs of the management process Based on the test results of the outer
model, it appears that the project performance is identified by five indicators. Of the five,
it can be seen that the KJ2 indicator, namely Management is able to optimize the
contribution of suppliers, subcontractors with the highest outer loading value.
The Influence of HR Competencies on Project Management
Testing the direct influence between HR Competence on Project Management
obtained the inner weight coefficient with a value of 0.315 following T-statistics of 2.871
and P-value of 0.002 because the T-statistics value> 1.96. If the P-value < 0.05, then there
is a significant direct influence of HR Competence on Project Management.
HR is a crucial aspect in project implementation. Each individual involved is
driven by project management so that they can take on their respective roles as much as
possible, can plan as well as possible and are competent in project management. In the
scope of national and human development that integrated, professional competence and
mature personal can strengthen each other. A strong attitude and behavior can also be
formed through professionalism. HR competence has an effect on project management.
Human Resources in Project Management focuses on Project Team recruitment,
organization and management until the end of the project. His role starts from defining
the core competencies that will be needed, to team building and motivation. The
relationship between Human Resource Management and Project Management is strategic.
Both are useful for company competitiveness. Human Resources are the key to every job
done in the company because they represent the people. Project Management is measured
by the success of different projects which can represent any benefit, innovation or
improvement. It seems that project success requires success in team project management,
which is an HR function. Three main processes are taken into account: selection, training
Eduvest – Journal of Universal Studies
Volume 1 Number 11, November 2021
1250 http://eduvest.greenvest.co.id
and management. They represent layers of the overall role of Human Resources in Project
Management. They are described and analyzed while raising key issues to be addressed.
Influence of IEP Innovation on Project Management
Testing the direct influence between IEP Innovation on Project Management
obtained the inner weight coefficient with a value of 0.482 following T-statistics of 4.125
and P-value of 0.000 because the T-statistics value is > 1.96. If the P-value < 0.05, then
there is a significant direct effect of IEP Innovation on Project Management.
In line with Maria's (2011) research which examines using systemic project
management, which requires providing flexibility in planning, communication, and
controlling activities, technological innovation projects are more successful than
conventional systems. The technology system provides the flexibility to manage
innovation, complexity, and uncertainty in projects more successfully than conventional
systems so that it is easier to monitor and track data to create the best quality, price and
quality.
Bendik (2010) and Ahuja et al (2010) state that building project management
(Building Project Management) requires effective coordination and collaboration between
multiple project team organizations which can be achieved by real-time flow of
information between all participants. In the current scenario, this can be achieved with the
use of information communication technology (IT). The results of the analysis of Ahuja
et al (2010) are helpful in showing that the increased and mature use of IT for general
administration in organizations will lead to:
a. Better IT infrastructure within the organization
b. Electronic database development; and
c. Confident staff using information technology (IT) tools
In such a scenario, staff will use advanced software and IT technology for project
management (PM) processes and that will lead to increased adoption of IT for PM
processes. But, for general administration as well, IT adoption will be enhanced if the
organization interacts more with geographically dispersed agencies and senior
management feels that significant benefits will be gained by IT adoption. All factors are
interrelated and their effects cannot be maximized separately.
Factors that affect project management performance, namely the project life cycle
(PLC) and key performance indicators (KPI). The results of Humaidi and Said's (2011)
analysis show that these two factors have an influence on project management
performance in the field of ICT and construction projects. The T-Test results also show
that there is no significant difference between ICT and construction projects in Klang
Valley, Malaysia.
Lee, Lee and Yu (2010) stated that the main IT application, project management
information system (PMIS) has played an important role in the construction management
process. This is because PMIS is an information system that collects, integrates, and
disseminates the outputs of the management process.
CONCLUSION
Based on the analysis and discussion, it is concluded that HR Competence towards
Project Management is obtained by the inner weight coefficient with a value of 0.315
following T-statistics of 2.871 and P-value of 0.002 because the T-statistics value is >
1.96. If the P-value < 0.05, then there is a significant direct influence of HR Competence
on Project Management. HR is a crucial aspect in project implementation. Each
individual involved is driven by project management so that they can take on their
Tiara Ardhiti Estungkorodewi, Mombang Sihite and Derriawan
The Effect of HR Competence, IEP Innovation and Service Quality on Project
Management in Building Project Performance 1251
respective roles to the maximum extent possible. HR competence has an effect on project
management. The relationship between Human Resource Management and Project
Management is strategic. Both are useful for company competitiveness. Human
Resources are the key to every job done in the company because they represent the
people. Project Management is measured by the success of different projects that can
represent benefits, innovation, costs, quality, and lead time. It seems that project success
requires success in team project management, which is an HR function.
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