The Influence of Project Team Culture on Project Success

2004 ◽  
Author(s):  
Zvi H. Aronson ◽  
Thomas G. Lechler ◽  
Peter G. Dominick
Keyword(s):  
Project Success ◽  
Project Team ◽  
Team Culture

An Investigation of the Role of Project Culture in Team Efficacy and Success in Project-Based Work

2015 ◽  
Vol 12 (06) ◽  
pp. 1550027 ◽  
Author(s):  
Zvi H. Aronson
Keyword(s):  
Project Success ◽  
Project Team ◽  
Project Teams ◽  
Team Efficacy ◽  
Team Culture ◽  
Project Culture ◽  
Collective Belief

We examined the effect of project team culture on the evolution of team efficacy in a sample of 118 project teams. Little is known about the factors responsible for the development of team efficacy — the collective belief of a project team that it can be effective. Results reveal that culture in project-based work, is related to the project team’s efficacy, and the project team’s efficacy is related to success. Our findings provide project leaders with an alternative informal lever to enhance project success, by influencing team efficacy in project-based work.

scholarly journals Exploring the Relationship between Communication and Success of Construction Projects: The Mediating Role of Conflict

2021 ◽  
Vol 13 (8) ◽  
pp. 4513
Author(s):  
Summaira Malik ◽  
Muhammad Taqi ◽  
José Moleiro Martins ◽  
Mário Nuno Mata ◽  
João Manuel Pereira ◽  
...  
Keyword(s):  
Project Success ◽  
Negative Impact ◽  
Positive Impact ◽  
Construction Project ◽  
Project Team ◽  
Relationship Conflict ◽  
Team Members ◽  
Mediating Role ◽  
The Impact

The success of a construction project is a widely discussed topic, even today, and there exists a difference of opinion. The impact of communication and conflict on project success is an important, but least addressed, issue in literature, especially in the case of underdeveloped countries. Miscommunication and conflict not only hinder the success of a project but also may lead to conflicts. The focus of this paper was to examine the impact of communication on project success with the mediating role of conflict. By using SPSS, demographics, descriptive statistics and correlation were determined. Smart PLS version 3.0 was used for confirmatory factor analysis (CFA), internal accuracy and validity estimates, hypothesis checking and mediation testing. The results showed that formal communication has a negative impact on the success of a construction project, resulting in conflicts among project team members, whereas informal communication and communication willingness have a positive impact on project success because people tend to know each other, and trust is developed. Task, process and relationship conflicts were used as mediating variables. It was found that task conflict effects the relations positively because project team members suggest different ways to do a certain task, and, hence, project success is achieved. On the contrary, process conflict and relationship conflict have a negative impact on communication and project success. Both of these conflicts lead to miscommunication, and project success is compromised. Hence, it is the responsibility of the project manager to enhance communication among project team members and to reduce the detrimental effects of process and relationship conflict on project success.

scholarly journals "What is the Influence of Communication Quality Between the Business and IT Project Team on ERP Implementation Project Success?"

2021 ◽  
Author(s):  
◽  
Alexander Schnepel
Keyword(s):  
User Satisfaction ◽  
Project Success ◽  
System Development ◽  
Secondary Analysis ◽  
Project Team ◽  
Communication Quality ◽  
Erp Implementation ◽  
Implementation Project ◽  
It Project

<p>Communication between the information systems (IS) specialist and the user has long been recognised in the IS literature as an important aspect of successful information system development projects. Since the 1970s IS researchers have studied the role of communication in the system development process and its influence on project/system success. Communication has been studied as a broad concept as well as in regard to specific aspects such as communication frequency, quantity, and the fit between the communication medium and the task. Yet, quality has been neglected. Therefore, this study presents the concept of "communication quality". The study investigated the influence of communication quality on project success in an Enterprise Resource Planning system implementation at a large North-American manufacturing company. ERP project implementation success was assessed by a multidimensional framework including multiple stakeholder perspectives. The study used supplementary secondary analysis of 54 interviews with project stakeholders from the IT project team and the business side of this organisation. The current study found support for the individual attributes of communication quality, namely completeness, credibility, accuracy, purpose adequacy, timeliness, openness, audience adequacy, bidirectionality, and a balance of formality vs. informality. The study found indications that a lack of communication quality might impact ERP implementation project success negatively whereas better communication quality might foster success. The ERP project at the organisation was successful in terms of traditional project success measures such as "on time" and "within budget". However, communication quality seemed to have a negative correlation to the quality of the relationship between the project team and the business as well as user satisfaction. System acceptance and use appeared to have been facilitated by better communication quality. The study enriches the IS literature by increasing the understanding of communication aspects during ERP implementation projects. It is also one of the first studies to introduce the new research method of secondary analysis of qualitative data from sociology into the IS field. Practitioners can apply the findings of this study to facilitate ERP implementation project success on a more holistic level addressing also user satisfaction and the quality of the relationship between the IT project team and the rest of the business.</p>

Project Success: What is the Role of Project Team Morale and How It Can Be Boosted?

2021 ◽  
Author(s):  
Zvi H. Aronson ◽  
Thomas G. Lechler
Keyword(s):  
Structural Equation ◽  
Project Success ◽  
Team Leadership ◽  
Past Research ◽  
Equation Model ◽  
Project Planning ◽  
Project Team ◽  
Mediating Effects ◽  
And Performance

This research presents and validates a model of project team morale and its influence on project success. We operationally define morale in project-based work as a multi-faceted variable encompassing suggested definitions offered in former studies. Unlike past research, we investigate the mediating effects between these facets of morale and success. A structural equation model is proposed and empirically tested to investigate the interdependencies between the facets of project team morale and how they promote project success. The results show that project team morale explains 25% of the variance in project success. Findings provide project leaders with a tool to enhance project success by influencing employees’ morale, rather than solely focusing on traditional project planning and controlling activities. We provide practical implications for project team leadership and performance.

Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somnoma Edouard Kabore ◽  
Seydou Sane ◽  
Pascaline Abo
Keyword(s):  
Transformational Leadership ◽  
International Development ◽  
Leadership Style ◽  
Project Success ◽  
Project Team ◽  
Team Size ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Moderating Role

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

scholarly journals Factors Influencing Project Success: A Qualitative Research

TEM Journal ◽  
2020 ◽  
pp. 1011-1020
Author(s):  
Nermina Durmic
Keyword(s):  
Success Factors ◽  
Project Success ◽  
Qualitative Content Analysis ◽  
Project Planning ◽  
Project Team ◽  
Project Control ◽  
Project Outcomes ◽  
Success Model ◽  
Planning Project ◽  
Team Project

This paper defines project success factors and aspects that are significant for successful project performance and outcomes, in the context of Information Technology (IT) projects. The list of total 38 factors is obtained through the qualitative content analysis of data collected via survey of 108 IT professionals, through one open-ended question. Detected factors are grouped into five categories: project team, project customer, project planning, project execution and project control. The results extend and support findings of the former quantitative study and the resulting project success model. They emphasize the significance of project team and project control activities for successful project outcomes.

scholarly journals Effective Strategies for Communicating and Managing Communication in a Project Team

2021 ◽  
Vol 8 (1) ◽  
pp. 1-11
Author(s):  
Brian J. Galli
Keyword(s):  
Project Success ◽  
Management Strategies ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Communication Process ◽  
Critical Factors ◽  
Communication Management ◽  
Communication Plan ◽  
Effective Strategies

Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.

Action‐centered team leadership influences more than performance

2012 ◽  
Vol 18 (3/4) ◽  
pp. 176-195 ◽  
Author(s):  
Frank C. Braun ◽  
Michel Avital ◽  
Ben Martz
Keyword(s):  
Job Satisfaction ◽  
Leadership Practices ◽  
Project Success ◽  
Team Leadership ◽  
Project Team ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members ◽  
Team Environment ◽  
Knowledge Collaboration

PurposeBuilding on a social‐technical approach to project management, the authors aim to examine the effect of action‐centered leadership attributes on team member's learning, knowledge collaboration and job satisfaction during IT‐related projects.Design/methodology/approachStructural equation modeling was utilized to assess the work environment of team members as well as the leadership practices of their respective project team leaders. Data were collected with a survey questionnaire from 327 team members in a variety of organizations in 15 industry sectors including financial services, software, manufacturing, retail, government and universities.FindingsThe identified action‐centered project leadership practices (effective task management, team efficacy cultivation, and individual autonomy support) create a project team environment that fosters individual learning and knowledge collaboration along with individual performance and job satisfaction, and ultimately project success.Research limitations/implicationsThe action‐centered leadership practices construct, developed in this study, can be a good surrogate measure of what is required to be an effective leader in an IT project team environment. The main limitations of the research are those inherent in the survey method (self‐reported; subjective data).Practical implicationsIn a project team environment, it is essential that all team members collaborate effectively to increase the likelihood of project success. The implication for managers from these findings is that concentrating more on the identified action‐centered leadership practices can positively influence the team environment.Originality/valueAlthough previous studies have described attributes that influence team performance, a clearer understanding of what team leadership practices enable a project manager to be effective warrants further investigation. A second order construct merges these team leadership practice attributes and validates its use.

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