To Coerce or to Enable? Exercising Formal Control in a Large Information Systems Project

2015 ◽  
Vol 30 (4) ◽  
pp. 337-351 ◽  
Author(s):  
Jakob Heumann ◽  
Martin Wiener ◽  
Ulrich Remus ◽  
Magnus Mähring
Keyword(s):  
Information Systems ◽  
Project Team ◽  
Team Leaders ◽  
Project Control ◽  
Senior Managers ◽  
Team Members ◽  
Management Level ◽  
Hierarchical Levels ◽  
Traditional Mode

In virtually every information systems (IS) project, control is exercised on multiple hierarchical project levels. For example, senior managers exercise control over project team leaders, who in turn exercise control over distinct groups of project team members. Most prior studies have exclusively focused on one specific controller-controllee dyad. As a result, there is little understanding of how IS project control is exercised across different hierarchical levels. To close this research gap, we conducted a case study of a large IS project at a major engineering firm. Our study helps enrich the traditional mode-based typology of control with the dimension of control style, that is, the distinction between enabling and coercive control. Our research contributes novel insights to the IS control literature in three ways: (1) we find that the senior management level and the project management level differ in the use of control style but not in the use of control modes, (2) we identify several factors that influence the choice of a particular control style, and (3) we find that senior managers can influence project activities on lower levels by implementing controls that can be readily emulated by project leaders as well as transmitted through hierarchical levels with little distortion.

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.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

scholarly journals Assignment of project team members to projects

2019 ◽  
Vol 13 (6) ◽  
pp. 1381-1402
Author(s):  
Shankar Sankaran ◽  
Anne Live Vaagaasar ◽  
Michiel Christian Bekker
Keyword(s):  
Critical Realism ◽  
Project Managers ◽  
Project Team ◽  
Influence Strategies ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Team Members ◽  
Balanced Leadership ◽  
The Right

Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

Critical Strategies for Information Systems Development Projects

2011 ◽  
pp. 251-267
Author(s):  
Chung S. Kim ◽  
Dane K. Peterson
Keyword(s):  
Information Systems ◽  
The United States ◽  
Project Team ◽  
Successful Implementation ◽  
Project Leader ◽  
Team Members ◽  
Project Team Member ◽  
Crucial Component ◽  
Significant Difference ◽  
The U.S

This study investigated the perceptions of information systems (IS) developers from the United States and Japan with regards to the relative importance of 18 strategies that prior research has indicated are important for the successful implementation of an IS. The results of a principal components analysis revealed that the 18 IS strategies could be reduced to five components: (1) Organizational Integration, (2) Communications, (3) Characteristics of the Project Leader, (4) Characteristics of the Project Team Members, and (5) Project Development Techniques. The analysis also indicated that there were a significant difference in the perceptions of developers from the U.S. and Japan with respect to the importance of the five components. The developers from the U.S. viewed Communications as the most critical component and Project Leader Characteristics as the least important component. Conversely, developers from Japan perceived the Project Leader as the most crucial component for determining the success of an IS project. Team Member Characteristics was viewed as the least important component by developers from Japan. The results were discussed in terms of cultural differences.

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 “Please use our ideas”: making parallel organizations work

2019 ◽  
Vol 26 (3/4) ◽  
pp. 183-195 ◽  
Author(s):  
Vetle Engesbak ◽  
Jonas A. Ingvaldsen
Keyword(s):  
Boundary Spanning ◽  
Team Leaders ◽  
Senior Managers ◽  
Specialized Knowledge ◽  
Power Asymmetry ◽  
Content Type ◽  
Team Members ◽  
Local Practice ◽  
Knowledge Processes ◽  
Manufacturing Organization

Purpose Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic. Design/methodology/approach Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members. Findings Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry. Research limitations/implications The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. Practical implications POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO. Originality/value This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.

scholarly journals Boosting project outcomes through goal alignment: a case study of Vietnam

2014 ◽  
Vol 14 (2) ◽  
pp. 73-86 ◽  
Author(s):  
Florence Yean Yng Ling ◽  
Mai Bich Tram Hien
Keyword(s):  
Construction Industry ◽  
Client Satisfaction ◽  
Effective Communication ◽  
Project Team ◽  
Goal Alignment ◽  
Team Members ◽  
Performance Quality ◽  
Project Outcomes ◽  
Goals And Objectives

Goal alignment among members of a project team is important so that individual team members can work towards common project outcomes.  This study aims to identify effective goal alignment practices to improve construction project outcomes in Vietnam. With the aid of a survey questionnaire, data were collected from practitioners in Vietnam’s construction industry. The overall results show that although there is significant schedule overrun, projects in Vietnam are generally completed within budget.  These projects also have significantly good quality and client satisfaction.  The results show that goal alignment practices relating to having shared objectives, effective communication, flexibility, and fairness are significantly correlated with schedule performance, quality, and client satisfaction.  It is recommended that project team members share, align and adjust their goals and objectives in order to achieve a better schedule outcome.  Effective communication of problems pertaining to delivery and quality may lead to better client satisfaction.  It is also recommended that consultants and contractors make adjustments and customize their products to derive higher quality and client satisfaction.  Clients should also be fair in sharing project benefits and valuing variations.  

scholarly journals Reconciling ADDIE and Agile instructional design models—case study

2018 ◽  
Vol 5 (3) ◽  
pp. 14-21 ◽  
Author(s):  
Małgorzata Gawlik-Kobylinska
Keyword(s):  
Instructional Design ◽  
Cultural Awareness ◽  
Hybrid Approach ◽  
Project Team ◽  
Design Development ◽  
Team Members ◽  
Good Communication ◽  
E Learning ◽  
Addie Model

Using the model of analysis, design, development, implementation and evaluation (ADDIE) with regards to instructional design has become a prevalent practise among e-learning designers and developers. This model assumes assigning specific roles to project team members and their linear cooperation. However, in case of working in a dynamic and complex environment, the ADDIE model may evolve into more adaptive and people-oriented Agile instructional models. This article analyses a hybrid approach to the process of creating the e-learning course introduction to cultural awareness in specific situational context, which involves a small size of a project team and geographically dispersed project contributors. The case study reveals that a successful accomplishment of multinational projects, conducted in specific environments may require a hybrid approach; moreover, in such atypical projects good communication skills and personal qualities are crucial for goals’ achievement. The results of qualitative analysis may open further discussions on this topic.   Keywords: ADDIE model, Agile model, e-learning course, instructional design.    

scholarly journals Triggering Specialised Knowledge in the Software Development Process

2020 ◽  
pp. 305-329
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

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