Building a High-Performance Project Team

2007 ◽  
pp. 325-342
Author(s):  
Warren Opfer
Keyword(s):  
High Performance ◽  
Project Team ◽  
Performance Project

Information systems project teams: factors for high performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 69-83 ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
Team Performance ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Performance Project

Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

scholarly journals Implementation Process of Project Control Systems and Performance of Rural Roads Construction Projects in Kenya: Role of Project Team Experience Diversity

2016 ◽  
Vol 12 (29) ◽  
pp. 408 ◽  
Author(s):  
Josiah Obiria Obare ◽  
Dorothy Ndunge Kyalo ◽  
Angeline Sabina Mulwa ◽  
John Mbugua
Keyword(s):  
Control Systems ◽  
Construction Projects ◽  
High Performance ◽  
Implementation Process ◽  
Project Team ◽  
Project Control ◽  
Rural Roads ◽  
Team Experience ◽  
And Performance

Project managers have always endeavoured to effectively implement project controls systems during execution of projects to enhance rates of projects successes. However lack of understanding of the role of diversity of experiences among the workforce has hindered the ultimate performance of the project control systems in influencing the performance of construction projects. This paper sought to establish the extent to which project team experience diversity influence on the relationship between implementation process of project control systems and performance of rural roads construction projects in Kenya. The study adopted the pragmatism paradigm and the correlational survey research design. Descriptive statistics were analysed using frequencies, percentages, arithmetic mean and standard deviation while inferential statistics were analysed using Pearson’s Product Moment correlation (r), simple regression and stepwise regression (R2). Ftest was used to test the hypotheses. Tests of statistical assumptions were carried out before analysis. The results indicated that with r= 0.533, R2 = 0.284 F (1,195) = 77.208 at p=0.0000.05, the null hypothesis was failed to be rejected and therefore concluded that the significant relationship between implementation process of project control systems and performance of rural roads project does not depend on the interaction between implementation process of project control systems and project team experience diversity. It was therefore recommended that project team experience diversity among the professionals should be encouraged, communicated and shared for the common purpose of achieving high performance in projects.

scholarly journals Predicting project performance using pre-construction performance indicators–a case study evaluation

2019 ◽  
Author(s):  
Daniel Ekström ◽  
Rasmus Rempling ◽  
Christina Claeson-Jonsson
Keyword(s):  
High Performance ◽  
Construction Project ◽  
Project Team ◽  
Team Development ◽  
Retrospective Case ◽  
Collaborative Project ◽  
Project Environment ◽  
Study Evaluation ◽  
Retrospective Case Study

<p>Predicting the outcome of a construction project largely relies on estimated targets of time and cost. Still, hitting the targets does not mean that the project is a success on all performance levels. Here, a retrospective case study was undertaken on a construction project identified as a successful project by the partners involved. The purpose of the study was to validate conceptual design indicators of a high-performance construction project as reported in the literature, by answering the following research questions: “What characterizes the dialogue between the different disciplines; (2) What is the dialogue about; and (3) When in the process do questions arise?” Findings indicate that the interprofessional dialogue within the project team was well established. The paper introduces a discussion that the dialogue benefited from the collaborative project environment as well as the early design intent. Further, the study also suggests that the interprofessional dialogue supported a sound project team development.</p>

Team composition in relational contracting (RC) in large infrastructure projects: a Belbin’s team roles model approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farshid Rahmani ◽  
Christina Scott-Young ◽  
Allen Tadayon ◽  
Jacobus Daniel van der Walt
Keyword(s):  
State Government ◽  
Key Management ◽  
High Performance ◽  
Role Model ◽  
Assessment Tool ◽  
Infrastructure Projects ◽  
Relational Contracting ◽  
Content Type ◽  
Construction Companies ◽  
Performance Project

PurposeThe aim of this study is to broaden the understanding of the set of knowledge, skills, attributes and experience (KSAE) that teams should demonstrate and the necessary roles they need to play within the team in Relational Contracting (RC). This research seeks to answer three questions: first, what KSAEs are required in a team operating under RC, second, which of the identified KSAEs are more important to enable an integrated team to perform effectively and third, how do these required KSAEs correspond to the major role clusters identified in Belbin’s team role model?Design/methodology/approachIn-depth interviews with 25 experts and key management representatives in infrastructure construction in Australia were conducted to enable detailed discussion of the research questions.FindingsSixteen behavioural traits and four knowledge and experience areas were identified. The findings highlight that in RC, team members and especially leaders and managers need to be competent in people-oriented roles, above all others.Research limitations/implicationsThis research mainly captured the perspectives of personnel working in state government infrastructure departments. Further research is recommended to explore the perceptions of employees in private construction companies.Practical implicationsBy aligning the roles required for RC with the team role clusters of the Belbin’s team roles assessment tool, this study will be useful for identifying suitable members to form high-performance project teams.Originality/valueThe findings of this paper can inform government infrastructure organisations and construction companies as to which roles are more critical when selecting fit-for-purpose teams to successfully deliver large infrastructure projects procured under the RC method.

Sign in / Sign up

Export Citation Format

Share Document