Financial Success and Time-Management Factors in a Chemical Environment: A Case Study

2006 ◽  
Vol 37 (1) ◽  
pp. 41-51 ◽  
Author(s):  
Alan D. Smith ◽  
Frank R. Flanegin
Keyword(s):  
Product Development ◽  
Time Management ◽  
Project Team ◽  
Exploratory Research ◽  
Innovative Product ◽  
Factor Scores ◽  
Financial Success ◽  
Team Members ◽  
Project Characteristics ◽  
Functional Teams

Time management and the need for management to relinquish control to the technical team members are important complements of the project management process. However, how do firmstrackthe time spentbytheir project team members on the different tasks and assignments? In addition, how do these project characteristics associated with innovative product development impact the firm's financial success factors in the manufacturing process? An empirically based study of project managers of NOVA Chemicals, located in Pittsburgh, Pennsylvania, USA, was executed to determine which selected project characteristics positively impacted the firm's ability to enhance its financial success of its various manufacturing projects. Exploratory research via principal components and factor analyses resulted in four major independent factor score constructs of time management, cross-functional teams, management relinquishing authority, and co-location of project team members, with the varimax rotation method and eigenvalue greater than one criterion. The factor scores were used to test the hypothesis that proper management of these constructs would result in greater financial success of the manufacturing projects. The overall relationship was found to be statistically significant at the 0.05 levels of a one-tailed test (F = 3.508, p = 0.029). More importantly, the factor scores of time management and cross-functional teams, few manufacturing problems were found as the most important constructs to positively impact financial success of innovative product development projects.

Modular and Integral Knowledge Integration: From the Case of a Chinese IT Enterprise

2018 ◽  
Vol 17 (01) ◽  
pp. 1850012
Author(s):  
Yixuan Wang ◽  
Bowen Jiang
Keyword(s):  
Mobile Application ◽  
Knowledge Integration ◽  
Exploratory Research ◽  
Qualitative Investigation ◽  
Disciplinary Knowledge ◽  
Team Members ◽  
It Enterprise ◽  
Functional Teams ◽  
Integral Knowledge

Numerous enterprises rely on cross-functional teams (CFT) to integrate multi-disciplinary knowledge. However, unexpected results occur in many CFT projects. This exploratory research attempts to illustrate how knowledge integration (KI) is influenced by combining and bonding capabilities in CFT. After a qualitative investigation into a Chinese mobile application company, we found that if a team’s performance was poor, team members tended to work separately, which led to less communication among one another. We defined this type of KI as “modular knowledge integration (MKI)”. In contrast, teams that performed well tended to communicate sufficiently with team members and cooperate well. We called this kind of KI “integral knowledge integration (IKI)”. We propose that enterprises should include IKI rather than MKI in CFT. Additionally, if an enterprise expects to avoid MKI, “combining capability” and “bonding capability” should be improved accordingly.

scholarly journals Thread: Managing context in project environments

2021 ◽  
Author(s):  
◽  
Flora Lu
Keyword(s):  
Project Management ◽  
Development Strategy ◽  
Research Process ◽  
Project Team ◽  
Research Approach ◽  
Shared Understanding ◽  
Exploratory Research ◽  
Team Members ◽  
Day To Day Operations ◽  
Project Lifecycle

<p>Creative design agencies are unique organisations as various disciplines and priorities combine to deliver solutions in often complex client problems. A suite of software platforms is used in the day-to-day operations of project-based organisations, however there still appears to be a disconnect between communication and shared understanding. While the market for project management software is saturated, a need exists for a complementary platform that can help encourage shared understanding throughout the client project lifecycle.  This project aims to explore issues of boundary spanning, project knowledge management, and communication with DNA Design serving as a project partner. In this exploratory research process, a qualitative research approach revealed several issues revolving around inadequate handover processes, low work self-efficacy, and a lack of alignment between priorities.  The core finding of this project found that while practitioners do communicate throughout the project lifecycle, there is no one best fit for all project members and despite the high levels of communication, many practitioners feel they lack the necessary information and understanding in a client project. From this core finding, the product development strategy pivoted. Instead of developing and implementing a knowledge repository, it could be more beneficial for DNA and other project-based organisations to consider strategies and technologies to actively manage expectations and understanding within a client project.  The proposed solution, Thread, aims to track each project team members’ attitudes at a regular interval to map the stage of the project lifecycle and provide DNA a bird’s-eye view of the user experience of project team members to allow for active project management during the project lifecycle and a quantifiable post-project review process.  It is hoped the recommendations and proposed solution can be scaled to other project- environment organisations as the challenges of knowledge sharing and communication are felt heavily in multi-disciplinary teams and organisations. As the future of organisations are moving towards specialised knowledge workers, it is increasingly important that staff are aware of the context of the project to be empowered and productive.</p>

Collective Ambition, Creative Chaos, Information Redundancy, and Shared Knowledge in Integrated Product Development – Case Study

2007 ◽  
Vol 06 (02) ◽  
pp. 79-89
Author(s):  
Rupak Rauniar ◽  
Greg Rawski ◽  
Jeramy Meacham
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
Social Cognitive ◽  
Complex Problem ◽  
Shared Knowledge ◽  
Current Case ◽  
Integrated Product Development ◽  
Team Members ◽  
Functional Teams

The use of cross-functional teams in integrated product development (IPD) has become a common practice in industry. Despite an extant body of literature on the importance of knowledge management in cross-functional team execution, the drivers of knowledge sharing in cross-functional teams in IPD projects have not been adequately addressed. Knowledge sharing among the IPD team members help in complex problem solving and decision-making during the course of the concurrent project environment. In this article we present findings on knowledge sharing in IPD projects from our interviews with project executives from four diverse companies. Based on social cognitive and information processing theories, the current case study proposes a theoretical framework on some of the important determinants of shared knowledge. An understanding of such determinants can help managers in IPD to promote information and knowledge sharing which may lead to superior IPD project performance.

scholarly journals Thread: Managing context in project environments

2021 ◽  
Author(s):  
◽  
Flora Lu
Keyword(s):  
Project Management ◽  
Development Strategy ◽  
Research Process ◽  
Project Team ◽  
Research Approach ◽  
Shared Understanding ◽  
Exploratory Research ◽  
Team Members ◽  
Day To Day Operations ◽  
Project Lifecycle

<p>Creative design agencies are unique organisations as various disciplines and priorities combine to deliver solutions in often complex client problems. A suite of software platforms is used in the day-to-day operations of project-based organisations, however there still appears to be a disconnect between communication and shared understanding. While the market for project management software is saturated, a need exists for a complementary platform that can help encourage shared understanding throughout the client project lifecycle.  This project aims to explore issues of boundary spanning, project knowledge management, and communication with DNA Design serving as a project partner. In this exploratory research process, a qualitative research approach revealed several issues revolving around inadequate handover processes, low work self-efficacy, and a lack of alignment between priorities.  The core finding of this project found that while practitioners do communicate throughout the project lifecycle, there is no one best fit for all project members and despite the high levels of communication, many practitioners feel they lack the necessary information and understanding in a client project. From this core finding, the product development strategy pivoted. Instead of developing and implementing a knowledge repository, it could be more beneficial for DNA and other project-based organisations to consider strategies and technologies to actively manage expectations and understanding within a client project.  The proposed solution, Thread, aims to track each project team members’ attitudes at a regular interval to map the stage of the project lifecycle and provide DNA a bird’s-eye view of the user experience of project team members to allow for active project management during the project lifecycle and a quantifiable post-project review process.  It is hoped the recommendations and proposed solution can be scaled to other project- environment organisations as the challenges of knowledge sharing and communication are felt heavily in multi-disciplinary teams and organisations. As the future of organisations are moving towards specialised knowledge workers, it is increasingly important that staff are aware of the context of the project to be empowered and productive.</p>

scholarly journals Performance evaluation of automotive product development team members based on a PLM system: A case study of M Automotive Products Company

PLoS ONE ◽  
2021 ◽  
Vol 16 (8) ◽  
pp. e0255300
Author(s):  
Debao Dai ◽  
Shihao Wang ◽  
Yinxia Ma
Keyword(s):  
Product Development ◽  
Performance Management ◽  
Performance Appraisal ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Product Development Project ◽  
Traditional Performance ◽  
Plm System ◽  
Performance Ranking

Based on product lifecycle management (PLM) theory and social comparison theory, this paper constructs a performance ranking model of automobile product development project team members, uses an active server provider (ASP) to develop the system, realizes the online operation and real-time analysis of the performance management system, and solves the problems of the low efficiency, low morale and unfair assessment of product development team members caused by traditional performance assessment. The performance management platform for the team members of the automotive product development project uses a PLM system to realize a systematic and standardized list of project functions and provide a performance appraisal management system that can be evaluated and fairly compared for project team members. Based on the performance appraisal practice of automotive product development project team members of M Automotive Products Company, this study verified the feasibility of the ranking model’s transformation to work habits based on the predetermined and result data of the mission completion rate, the punctuality rate and the degree of improvement of the management level of product development project team. Through the tracking of the team performance ranking function, it is found that the model can solve the problems of untimely assessment and insufficient incentives in the current traditional performance appraisal, enhance the overall enthusiasm of the team, and give full play to the subjective initiative of the team.

Selecting new product development team members with knowledge sharing approach

2016 ◽  
Vol 50 (2) ◽  
pp. 195-214 ◽  
Author(s):  
Peyman Akhavan ◽  
S. Mahdi Hosseini ◽  
Morteza Abbasi
Keyword(s):  
Linear Programming ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Programming Model ◽  
New Product ◽  
Project Team ◽  
Content Type ◽  
Team Members ◽  
Non Linear Programming

Purpose – The purpose of this paper is to provide a method for selection of the new product development (NPD) project team members, in such a way to maximize the expertise level of team members and at the same time, optimize knowledge sharing in the organization. Design/methodology/approach – According to the motivation-opportunity-ability framework, knowledge sharing antecedents were determined. Then, the problem of selecting appropriate members of the project team was formulated as a bi-objective integer non-linear programming model. Due to the uncertainty conditions in the evaluation of candidates, the fuzzy sets approach was used for modeling. To solve the problem, first, the non-linear programming model was converted to a linear model. Subsequently, the fuzzy bi-objective linear programming problem was solved by using an approximate algorithm. Findings – Results of applying the proposed method to an Iranian ship-building company showed its effectiveness in selecting appropriate members of the project team. Practical implications – With the aid of the proposed approach, project managers will be able to form effective project teams that while increasing the success probability of the project, facilitate the maintenance of knowledge acquired during the project lifecycle. Originality/value – This paper, for the first time, has tried to provide a method for selecting the NPD project team members, in a way that while selecting candidates with highest expertise, maximizes the sharing of knowledge among them.

Strategic determinants for introduction of innovation to the market

2019 ◽  
pp. 63-66
Author(s):  
Lyudmyla Petrenko
Keyword(s):  
Time Management ◽  
Strategic Choice ◽  
External Factors ◽  
Innovative Product ◽  
Scientific Publications ◽  
Internal Factors ◽  
Radical Innovations ◽  
Management Actions ◽  
Innovative Products ◽  
The Moment

All innovative products implemented by enterprises can be classified into two categories: radical innovation or improvements. If the first category is almost exclusively the result of breakthrough scientific research, then the second is a consequence of management actions to further improve previous innovative products. Improvements, in contrast to radical innovations, are a relatively less studied direction. In most cases, the moment the radical innovations enter the market is difficult to predict. However, the introduction of improvements to the market is determined by management. At the same time, management, making a decision on introducing an innovative product to the market, focuses on internal and external factors. Internal factors are organizational readiness to introduce an innovative product, and external factors are market necessity. The latter implies, if possible, a reaction to the actions of competitors, who also introduce innovations. The problematic question remains relevant: how do various external and internal factors determine the choice of the moment the innovation is brought to the market. What has a decisive influence on such a strategic choice? The purpose of this study was to investigate how competing and complementary technological events in the environment affect an enterprise’s launch of innovative products on the market. The study was carried out based on the analysis of scientific publications on the economics of innovation and publications on competitive rivalry. The main conclusion: strategies for improvements, as a rule, become less focused on the internal determinants of bringing innovations to the market as market concentration increases, and at the same time, they are increasingly reacting both to competitors’ innovations and innovations in additional technologies. Thus competitive pressure in the industry is an important determinant of the strategic choice to bring innovation to the market.

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.

Provider Education About Pneumococcal Vaccination Practices for Older Adults

2019 ◽  
Vol 34 (7) ◽  
pp. 432-438
Author(s):  
Kimberly C. McKeirnan ◽  
Karen Colorafi ◽  
Shannon G. Panther ◽  
Darryl Potyk ◽  
John McCarthy
Keyword(s):  
Project Team ◽  
Lessons Learned ◽  
Community Pharmacies ◽  
Academic Detailing ◽  
Care Providers ◽  
Interprofessional Practice ◽  
Team Members ◽  
Interprofessional Team ◽  
Medical Clinics ◽  
Field Notes

OBJECTIVE: To describe an interdisciplinary academic detailing project implemented to address low pneumococcal immunization rates. SETTING: Two medical clinics and four community pharmacies in rural Washington state. PRACTICE DESCRIPTION: The two medical clinics and four community pharmacies were all located in two rural counties and serve geographically large rural areas. PRACTICE INNOVATION: Academic detailing is an evidence-based approach designed to change clinical practice and improve decision-making. Our team utilized the academic detailing model to provide educational outreach to local rural health care providers. The detailing team visited each clinic and pharmacy on a defined schedule and provided information to physicians, clinic administrators, nurses, pharmacists, pharmacy technicians, medical assistants, and clinic front-end staff. MAIN OUTCOME MEASUREMENTS: The project team maintained detailed field notes from each academic detailing the visit and met to debrief about each encounter. From the field notes, through the process of thematic analysis and analytic memoing, the project team produced a list of "lessons learned" that could be used to guide other interprofessional teams wishing to embark on an academic detailing project. RESULTS: We have identified four key "lessons learned": Interprofessional team members bring different strengths to the project; using same-discipline team members paved the way for success; involving students aids in educating future practitioners in interprofessional practice; and scheduling meetings in advance is important. CONCLUSION: We described an approach to enhanced academic detailing using interprofessional team delivery, bringing interprofessional practice into the real-world practice setting.

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