scholarly journals Methodical approach to building system of motivation of the project team

2021 ◽  
Vol 97 ◽  
pp. 01036
Author(s):  
Valeriya Glazkova
Keyword(s):  
Project Management ◽  
Methodological Approach ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Motivation System ◽  
Body Of Knowledge ◽  
Methodical Approach ◽  
Team Motivation ◽  
Empirical System

Currently investment and construction activities are based on the implementation of development projects. As any project’s success heavily depends on joint efforts of a project team members, there is an urgent need for a motivation system able to stimulate team members’ result-orientation and satisfy their individual needs. The Project Management Body of Knowledge (PMBOK) methodology is suggested as a basis for building a sound development team motivation system, with its motivational tools correlating to stages of project management. The purpose of this article is to build methodical approach to system of motivation of the development project team. The methodological approach is formed taking into account the correspondence of the goal and the type of motivation depending on the stage of project management, as well as on the basis of the principles of forming the motivation system of the project team. The result is a constructed conceptual model for the development of a motivation system for the development project team based on the principles of PMBOK. Methods of comparative, empirical, system and economic analysis were used to substantiate the propositions put forward in the article.

Development of the algorithm of the development project management and the techniques of the assessment of the project realization effect

2021 ◽  
pp. 27-35
Author(s):  
Yu. O. Bakrunov
Keyword(s):  
Project Management ◽  
Development Project ◽  
Project Team ◽  
Development Projects ◽  
Team Members ◽  
Project Realization

The article emphasized the importance of the implementation of development projects, identified the features of the formation and significance of the team implementing development projects, defined the process of interaction of project team members, and developed an algorithm for managing a development project, and proposed a methodology for assessing the effect of its implementation.

SYSTEM OF INCENTIVES AND MOTIVATION OF PERSONNEL IN PROJECT MANAGEMENT

2021 ◽  
pp. 18-28
Author(s):  
Yuliya V. Shport'ko ◽  
Keyword(s):  
Project Management ◽  
Project Manager ◽  
Project Team ◽  
Project Staff ◽  
Team Members ◽  
Motivation System

The key to achieving the goal of any project is a qualified and motivated team of participants working on the project. Building an effective incentive and motivation system is one of the most difficult management tasks for a project manager. This article considers incentives that a project manager can use to motivate project staff. The article presents data from a survey of the project team members, which make it possible to assess their motivational preferences, as well as factors causing the greatest feeling of dissatisfaction.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Transfer of Information and Knowledge in the Project Management

2011 ◽  
pp. 544-551 ◽  
Author(s):  
Jerzy Kisielnicki
Keyword(s):  
Project Management ◽  
Communication System ◽  
Project Team ◽  
Project Teams ◽  
Negative Effects ◽  
Team Members ◽  
Professional Career ◽  
Final Project ◽  
Project Outcome ◽  
Communication Methods

Success and failure in information technology (IT) projects depend on many factors. Based on the analysis of literature as well as the author’s research and experience, we can build a working hypothesis of a significant influence of the communication system on a final project outcome in the context of: • Communication between the project team and the outside world (users, suppliers, other project teams, etc.) • Communication within a project team In project management literature, communication occupies a significant position (Candle & Yeates, 2003; Maylor, 2003). Most research projects, however, are focused on the analysis of communication between the project team and the outside world while communication within the project team seems to take a second place. From the literature dealing with building effective project teams, research carried out by Mullins (2001) deserves a closer look. Mullins researched the key contradiction within a project team; he discovered that project leaders demand from their team members the willingness to compromise and subordinate while at the same time they promote individualism and want to foster creativity. Chaffe (2001), on the other hand, concluded that most people during their professional career lose both their creativity and individualism and prefer to conform to the existing standards. This is the very reason why some leaders prefer to build their teams from young people knowing that they lack experience. By doing that, they realize they increase the risk of not achieving their goals. Therefore, the IT leaders need to combine these conflicting trends and build the project team to ensure the overall success of the project. Adair (1999) indicates three criteria that need to be taken into consideration when evaluating potential team members: competence, motivation, and personal traits. The subject of this article is to prove the hypothesis that the communication system within the team significantly influences the its effectiveness. The key question that needs to be answered is: what conditions does the project leader need to create in order to maximize the positive and minimize the negative effects of teamwork? While at first glance this hypothesis might seem obvious, detailed analysis does not lead to decisive conclusions. While executing the project, teams could use different communication methods to both define the project tasks as well as evaluate results. The effectiveness of various communication methods can be very different; therefore, we want to prove the hypothesis that:

Experience and Working Conditions of Project Managersin Poland – Research Report

2011 ◽  
Vol 22 (4) ◽  
pp. 0-0
Author(s):  
Rafał Łabędzki
Keyword(s):  
Project Management ◽  
Working Conditions ◽  
Project Manager ◽  
Project Team ◽  
International Project ◽  
Research Report ◽  
Team Members ◽  
Management Association

This paper reveals the project management reality in Polish organizations . Two groups of factors referring to the project manager are presented . The first one contains direct factors, i .e . these that can be influenced by the project manager himself: experience in project management (in years), level of certificate, sector of the economy . The second one comprises the indirect factors, which cannot be controlled by the project manager: number of projects carried out in the organization yearly, number of concurrent projects carried out in the organization, average project budget in the organization, average number of project team members . Conclusions are based on the research carried out in 2011 in cooperation with the International Project Management Association . Moreover, two hypotheses are verified, both refer to the Polish project management conditions .

Method for Improving the Efficiency of IT Project Management Using a Genetic Algorithm

2020 ◽  
Vol 26 (12) ◽  
pp. 673-682
Author(s):  
Yu. V. Vaynilovich ◽  
Keyword(s):  
Genetic Algorithm ◽  
Project Management ◽  
Project Team ◽  
It Project Management ◽  
Labor Input ◽  
Team Members ◽  
Software Complex ◽  
It Project ◽  
Project Participants ◽  
Cocomo Ii

The article is devoted to solving the current problem of improving the efficiency of IT project management processes. When managing IT projects, managers are faced with the problem of formation teams and distributing tasks among project participants in the face of the need to minimize costs and completion dates of an IT project. The lack of necessary methods and software doesn't allow the IT project Manager to adequately assess competences and skills of participants, their personal qualities, which leads to a decrease in the effectiveness of project management. The article proposes a method of improving the efficiency of IT project management, which differs by using a genetic algorithm to form project commands and assign team participants to project tasks. The efficiency criterion is the complexity and duration of the project and individual tasks using the COCOMO II method. When forming project teams, takes into account the level of technologies proficiency, experience with technologies, the coherence of the project team members, and the experience of similar developments of project participants. The level of technologies proficiency affects the level of labor input multiplier, experience with technologies — at the level of the multiplier, the coherence of the project team members — on the level of scale factor, the experience of similar development — on the level of the scale factors of the COCOMO II methodology. Taking into account the personal and psychological qualities of project participants reduces the risk of interpersonal conflicts within the team, which also reduces the duration of projects and the labor input of solving tasks. Research of personal and psychological qualities is carried out on the basis of automated tests. The test suite includes Rosenzweig, Belbin, Myers-Briggs, Thomas and Honey-Mumford tests. The developed method is implemented in a software complex for multilevel IT project management. Testing of the method and software complex was carried out within the framework of the students' learning practice of the specialty "Software engineering" of the Belarusian-Russian University. The use of the proposed method allowed to reduce the labor input of solving the tasks of training projects by 19.2 %, to reduce the project realization term by 10 %.

scholarly journals Methods to Choose IT Project Executors

2020 ◽  
Vol 11 (4) ◽  
Author(s):  
Tatyana Khitrova ◽  
Sergey Ovanesyan ◽  
Anastasia Nizovtseva
Keyword(s):  
Project Management ◽  
System Analysis ◽  
Work Load ◽  
Project Team ◽  
Third Party ◽  
Management Approach ◽  
Hierarchical Decomposition ◽  
Main Criterion ◽  
Team Members ◽  
Decomposition Of Functions

Companies working in the field of IT technologies, in most cases, implement a project management approach. A significant problem of the project management paradigm is the creation of the project team. The main criterion that determines the possibility of choosing a specialist for the project team is the level of his compliance with the required set of competencies. The task can be solved using the system analysis. Hierarchical decomposition of functions and criteria allows us to form a relative assessment of applicants to assign for the project. The article examined an example of decomposition of the system of functions, criteria and the results of assessing relative importance of functions for the implementation of a project in the support department of accounting programs of the company "En + Digital". In the process of project implementation, it becomes necessary to address the issue of operational distribution and work redistribution adjusting appointed executors. The article discusses the methods of redistributing functions using internal resource and possibilities of hiring third-party performers. The research determined the necessity to use informational assessment of team members work load while managing the project.

scholarly journals The Method of Project Team Formation on the Example of the Ship’s Crew

2019 ◽  
Vol 8 (10) ◽  
pp. 521-526
Keyword(s):  
Project Management ◽  
Cultural Influences ◽  
Content Management ◽  
Individual Characteristics ◽  
Project Team ◽  
Management Approach ◽  
Team Members ◽  
Modern Project ◽  
Correct Conclusion ◽  
The Individual

This article analyzes the existing terminological and methodological personnel management apparatus and as a result, it turned out that the application of the project-oriented management approach leads to the conclusion and indicates that the employment agreement (contract) for the voyage, the ship's crew are all signs of the project, and the project team. It should be noted that shipping companies are management oriented organizations through projects. Despite the absolutely correct conclusion that the minimum crew should be determined on the basis of the conditions for ensuring the safe operation of all ship systems and mechanisms. Specific techniques and methods for calculating the required number of crew not previously represented. The project-oriented context of modern project management in a turbulent environment and the need for appropriate transformations of infrastructure and industry, including the sea. The management activities take into account the individual characteristics of the project team members, due to socio-cultural influences. The project management methodology and team format of the project activity considers human resource management processes in conjunction with other areas of knowledge that should be integrated into processes such as content management, timing, cost, quality, risk, supply, communications. Therefore, it seems quite logical for the authors to refer to “the processes of formation and management of human resources in project teams” on the example of the ship’s crew.

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