scholarly journals The role of the PMO in enforcing and standardizing attendance to the needs of software project teams by project managers

2022 ◽  
Vol 196 ◽  
pp. 782-790
Author(s):  
Robert Hans ◽  
Ernest Mnkandla
2003 ◽  
Vol 34 (2) ◽  
pp. 48-52 ◽  
Author(s):  
Steven Atkins ◽  
Guinevere Gilbert

Anecdotal evidence suggests that throughout project environments there are inadequate induction and training programs for project teams. Resultant issues include poor scope of works and a lack of communication for both project teams and project managers. This research is designed to evaluate why these problems occur and provide direction as to how these can be minimized. The case studies selected for this research have noted failures or issues in relation to project teams providing a service to major clients. The researchers discovered that there was a significant lack of management support for such a program, which cascaded into other areas of concern such as inadequate training, lack of internal processes, and a client lack of confidence to deliver.


2021 ◽  
pp. 875697282110337
Author(s):  
Parinaz Farid

Trust in project teams has been found to lead to positive project outcomes. However, the role of project managers in facilitating development of trust in projects is not well-understood. This article addresses this by exploring mechanisms to facilitate the development of interactional and institutional trust and explicating the interplay between those mechanisms. Drawing on longitudinal data from an organizational change project, findings suggest that to facilitate trust development, project managers must concurrently exercise four practices: preaching, involving, sympathizing, and adhering. Simultaneous and tailored application of the first three practices affects interactional trust; the latter not only fosters institutional trust but is also a necessary filter for the dynamics of interactional trust.


Author(s):  
Maija Zakrizevska Belogrudova ◽  
Lasma Antonova

Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication. 


Author(s):  
Ануш Шарян ◽  
Anush Sharyan

The present article describes an investigation of the group resilience role in FMCG project team management. Group resilience scale comprises seven dimensions (alignment, forecasting, adaptation, interchangeability, bounce back, accumulation of communication resources, self-organization) which were identified from the literature review and confirmed by the in-depth interviews with the project managers working in FMCG company. An intensive research (Case Study) of a single FMCG organization in which the author examined in-depth data relating to several variables reveled that project teams with high group resilience have better outcomes in difficult work environments. Outcomes could provide a better understanding of group resilience role in FMCG project management.


2021 ◽  
pp. 002188632110330
Author(s):  
Teresa Beste

This paper investigates the role of microlearning on cost-efficiency on knowledge transfer in a project-based organization. As part of an action research study in a Norwegian public sector organization working with construction projects, a microlearning series was initiated to increase knowledge transfer on cost-efficiency. Seven microlearning lessons were distributed to 334 employees, including short questionnaires after the first and last lesson. The study reflects on the design process of the lessons, on the participation rate, and on how it contributes to an increase of knowledge. Microlearning was perceived as relevant by the participants. It makes knowledge transfer less arbitrary by providing a common body of knowledge to all project teams. For the organizational practice, this implies that microlearning also has potential for knowledge sharing on other topics in the project-based organization. Updating the microlearning series with further examples and new lessons is expected to contribute to continuous learning on cost-efficiency.


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