Assembling Project Teams

Author(s):  
Timothy J. Havranek
Keyword(s):  
2014 ◽  
Vol 1 (1) ◽  
pp. 35-45
Author(s):  
Fenty Simanjuntak ◽  
Bobby Suryajaya

Many banks are looking for a better core banking system to support their business growth with a more efficient and flexible core banking system to improve their sales and services in the competitive market and to fulfill regulatory requirements. The decision of replacing the legacy core banking system is difficult due to the high IT investment cost required for banks because they are also trying to cut costs. But maintaining the legacy system is costly in terms of upgrade. Changing the core banking system is also a difficult process and increases risks. To have a successful Core Banking System implementation, risk assessment is required to be performed prior to starting any activities. The assessment can help project teams to identify the risks and then to mitigate the risks as part of the plan. In this research the Core Banking System replacement risks were assessed based on ISACA Framework for IT Risk. Fourteen risk scenarios related to Core Banking System Replacement were identified. The high and medium rated inherent risks can become medium and low residual risk after assessment by putting the relevant control in place. The result proves that by adding mitigation plan it will help to mitigate the Residual Risk to become low risk. There are still three residual risk which categorized as medium risk and should be further mitigated they are Software Implementation, Project Delivery and Selection/Performance of Third Party Suppliers. It is also found that COBIT 5 has considered some specific process capabilities that can be used to improve the processes to mitigate the medium risks.


2020 ◽  
Vol 27 (3) ◽  
pp. 52-61
Author(s):  
V.N. Kozlovsky ◽  
◽  
D.I. Blagoveshchensky ◽  
A.V. Kritsky ◽  
U.V. Brachunova ◽  
...  

The paper presents the results of the development and implementation of design approach tools for solving quality problems of new cars in operation. The generalization of the experience of the project teams in solving problems in the field of the quality of new vehicles in operation.


Author(s):  
David Cross ◽  
Juani Swart

Abstract In this paper, we highlight the networked context of the professions. In particular, we indicate that neo-classical professionals tend to work across organizational boundaries in project teams, often to meet the needs of clients and the wider society. However, little is known about the resources that professionals draw on to meet immediate, fast paced, client demands in project network organizations (PNOs). We pinpoint how knowledge resources, human, social and organizational capital enable professionals to produce outputs at a fast pace/tempo. Temporality emerged as an unexpected but key issue in our empirical research and we explore this further here. First, we put forward how professional work organization(s) has changed by focusing on the boundaries of organizations, and how this is often temporary and project-driven. Second, we use the specific lens of knowledge resources which are drawn upon to enable networked working and ask the question: which knowledge resources enable professionals to work at a fast pace within networks? Third, appreciative of the vast literature on temporary and networked organizations in professional work, our focus is beyond a single profession or organization, and hence, we build upon the prior research on PNOs. We do this by drawing on empirical data of a humanitarian aid project networked organization (HN) that upscales across its network at high speed, often within days, to generate funds for humanitarian disasters in order to save lives.


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.


2020 ◽  
Vol 6 (1) ◽  
Author(s):  
Femke van Schelven ◽  
Eline van der Meulen ◽  
Noortje Kroeze ◽  
Marjolijn Ketelaar ◽  
Hennie Boeije

Plain English summary Background Young people with a chronic condition are increasingly involved in doing research and developing tools and interventions that concern them. Working together with patients is called Patient and Public Involvement (PPI). We know from the literature that PPI with young people with a chronic condition can be challenging. Therefore, it is important that everyone shares their lessons learned from doing PPI. Aim We want to share our lessons learned from a large program, called Care and Future Prospects. This program helps young people with a chronic condition to, for example, go to school or to find a job. It funded numerous projects that could contribute to this. In all projects, project teams collaborated with young people with a chronic condition. What did we do We asked young people with a chronic condition and project teams about their experiences with PPI. Project teams wrote reports, were interviewed, and filled out a tool called the Involvement Matrix. Young people filled out a questionnaire. Findings In the article, we present our lessons learned. Examples are: it is important to involve young people with a chronic condition from the start of a project and everyone involved in a project should continuously discuss their responsibilities. We provide practical tips on how young people with a chronic condition and project teams can do this. A tip for young people is, for example: ‘discuss with the project team what you can and want to do and what you need’. An example of a tip for project teams is: ‘Take time to listen attentively to the ideas of young people’. Abstract Background The Patient and Public Involvement (PPI) of young people with a chronic condition receives increasing attention in policy and practice. This is, however, not without its challenges. Consequently, calls have been made to share lessons learned during PPI practice. Methods We share our lessons learned from a large participatory program, called Care and Future Prospects. This program aims to improve the social position of young people aged 0–25 with a physical or mental chronic condition by funding participatory projects. We have drawn our lessons from 33 of these projects, using four data sources. One data source provided information from the perspective of young people with a chronic condition, i.e. questionnaires. Three data sources contained information from the perspectives of project teams, i.e. project reports, case studies of projects and Involvement Matrices. For most of the projects, we have information from multiple data sources. Results We have combined the findings derived from all four data sources. This resulted in multiple lessons learned about PPI with young people with a chronic condition. Those lessons are divided into six themes, including practicalities to take into account at the start, involvement from the start, roles and responsibilities, support, flexibility and an open mind, and evaluation of process and outcomes. Conclusions The lessons learned have taught us that meaningful PPI requires effort, time and resources from both young people and project teams, from the beginning to the end. It is important to continuously discuss roles and responsibilities, and whether these still meet everyone’s needs and wishes. Our study adds to previous research by providing practical examples of encountered challenges and how to deal with them. Moreover, the practical tips can be a valuable aid by showing young people and project teams what concrete actions can support a successful PPI process.


2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Thami Croeser ◽  
Georgia E. Garrard ◽  
Freya M. Thomas ◽  
Trinh Duc Tran ◽  
Ian Mell ◽  
...  

AbstractNature-based solutions (NBS) are increasingly at the centre of urban strategies to mitigate heatwaves and flooding, improve public health and restore biodiversity. However, on-ground implementation has been slow, inconsistent and often limited to demonstration sites. A broad literature consistently highlights institutional barriers as a major reason for the observed implementation gap. In this study, we developed and deployed an assessment tool to identify barriers to NBS delivery on a European Commission Horizon 2020 project spanning seven cities. We found that practitioners were effectively navigating challenges in the areas where they had significant control, including community engagement, strategy development and technical skills. The greatest barriers were outside the influence of project teams: understaffing, a lack of intra-organisational processes, and risk-averse organisational cultures. These findings emphasise that after cities embrace NBS at the strategic and political level, it is vital that executives follow through with the necessary pragmatic reforms to enable delivery.


2015 ◽  
Vol 19 (2) ◽  
pp. 351-371 ◽  
Author(s):  
Paul Ihuoma Oluikpe

Purpose – The purpose of this paper is to explore the knowledge processes that interplay in the social construction and appropriation of knowledge and to test these constructs empirically in project teams. Design/methodology/approach – Literature research and quantitative survey were used. The research identified project success, faster completion times, operational efficiency, innovation and generation of new knowledge as dominating project management expectations in the past ten years. It studied how these projects construct and appropriate knowledge within project teams to achieve these five objectives. Using a quantitative approach, data were sought from 1,000 respondents out of a population of 10,000 from 11 project management areas in eight world regions to test the conceptual model in real-world scenarios. The data gathered were analyzed using quantitative analysis tools and techniques such as reliability, correlation and regression. Findings – There is a lingering difficulty within organizations on how to translate tacit knowledge into action. The transfer and utilization of tacit knowledge was shown to be embedded and nested within relationships. Innovation in projects was found to be mostly linked to replication and codification of knowledge (explicit dimension) as opposed to interpretation and assimilation (tacit dimension). Arriving at a mutual interpretation of project details and requirements does not depend on canonical (formal documentation) methods but mostly on non-canonical (informal) and relational processes embedded within the team. Originality/value – This work studies, in empirical and geographical detail, the social interplay of knowledge and provided evidence relative to the appropriation of knowledge in the project organizational form, which can be extrapolated to wider contexts. The work scoped the inter-relational nature of knowledge and provided further evidence on the nebulous nature of tacit/intangible knowledge. It also proved further that organizations mostly rely on explicit knowledge to drive organizational results, as it is easily actionable and measurable.


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