Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

2020 ◽  
Vol 6 (11) ◽  
Author(s):  
Justin L. Goldston ◽  
Keyword(s):  
Supply Chain ◽  
Transition Period ◽  
Management Plan ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Survey Method ◽  
Project Team Member ◽  
The World ◽  
Management Approaches

Due to the COVID-19 pandemic, a number of employees transitioned into virtually distributed supply chain project team environments for the first time in their careers due to shelter-in-place and social distancing mandates that impacted industries around the world. With project managers implementing processes and procedures remotely to employees fielding calls from home while caring for children, the world entered into an unprecedented time and an unknown unknown. As the pandemic required organizations to implement agile practices, project managers within various industries had to adjust operational processes, while at the same time had to ensure project team needs were addressed. In an effort to mitigate the risk of transitioning back to conventional management approaches, a qualitative survey method was performed in this study to understand supply chain project team member experiences during this transition period. The results of the survey uncovered that the creation of a supply chain uncertainty management plan, demonstrating the benefits of virtual supply chain project teams, and the continuous integration of collaborative technology tools may contribute positive outcomes from the COVID-19 pandemic.

Supply Chain Strategies in Virtually Distributed Supply Chain Project Teams During and Post-COVID-19

2020 ◽  
Vol 6 (11) ◽  
Author(s):  
Justin L. Goldston ◽  
Keyword(s):  
Supply Chain ◽  
Transition Period ◽  
Management Plan ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Survey Method ◽  
Project Team Member ◽  
The World ◽  
Management Approaches

Due to the COVID-19 pandemic, a number of employees transitioned into virtually distributed supply chain project team environments for the first time in their careers due to shelter-in-place and social distancing mandates that impacted industries around the world. With project managers implementing processes and procedures remotely to employees fielding calls from home while caring for children, the world entered into an unprecedented time and an unknown unknown. As the pandemic required organizations to implement agile practices, project managers within various industries had to adjust operational processes, while at the same time had to ensure project team needs were addressed. In an effort to mitigate the risk of transitioning back to conventional management approaches, a qualitative survey method was performed in this study to understand the supply chain project team member experiences during this transition period. The results of the survey uncovered that the creation of a supply chain uncertainty management plan, demonstrating the benefits of virtual supply chain project teams, and the continuous integration of collaborative technology tools may contribute positive outcomes from the COVID-19 pandemic.

Digital project management: rapid changes define new working environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Te Wu
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Digital Technologies ◽  
Project Managers ◽  
Project Teams ◽  
Content Type ◽  
Working Environments ◽  
Management Consultancy ◽  
Project Management Professionals ◽  
Management Approaches

Purpose Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic. Design/methodology/approach The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy. Findings The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate. Practical implications Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges. Originality/value DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

IT outsourcing, knowledge transfer and project transition phases

2019 ◽  
Vol 50 (2) ◽  
pp. 219-246
Author(s):  
Cynthia Denise McGowan Poole
Keyword(s):  
Knowledge Transfer ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Research Software ◽  
Purposeful Sampling ◽  
Study Population ◽  
Opening And Closing

Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.

The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Saifullah Khalid Kiyani ◽  
Scott B. Dust ◽  
Ramsha Zakariya
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Project Success ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

Opportunities for Electric Ferries in Latin America

2021 ◽  
Author(s):  
Michael Liebreich ◽  
Michal Grabka ◽  
Piotr Pajda
Keyword(s):  
Latin America ◽  
Supply Chain ◽  
Economic Model ◽  
Project Teams ◽  
Operating Costs ◽  
Market Size ◽  
The World ◽  
The Caribbean

This report provides an overview of the opportunity represented by the electrification of inland and coastal ferries in Latin America and the Caribbean. A review of electric ferry activity around the world and interviews with several project teams has been undertaken. In addition, a construction of an economic model the LATAM e-Ferry Model (LEFM) comparing the capital and operating costs of a typical mid-sized electric ferry to those of a conventional diesel-powered ferry was implemented. Finally, an assessment of five initial candidate routes for electrification and analysis of the electric ferry supply chain and identification of addressable market size in Latin America was determined.

scholarly journals CORRELATION OF INTERNAL COMMUNICATION WITH EMOTIONAL INTELLIGENCE IN PROJECT TEAMS IN ORGANIZATION “X”

2021 ◽  
Vol 6 ◽  
pp. 540-550
Author(s):  
Maija Zakrizevska Belogrudova ◽  
Lasma Antonova
Keyword(s):  
Emotional Intelligence ◽  
Social Intelligence ◽  
Market Competition ◽  
Project Managers ◽  
Internal Communication ◽  
Project Team ◽  
Project Teams ◽  
Self Management ◽  
Team Members

Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication. 

scholarly journals Types and terminology of remote project teams

2020 ◽  
Vol 28 (1-2) ◽  
pp. 34-40
Author(s):  
Natalia Krasnokutska ◽  
Tetiana Podoprykhina
Keyword(s):  
Project Management ◽  
Working Conditions ◽  
Project Managers ◽  
Project Team ◽  
Point Of View ◽  
Project Teams ◽  
Future Research ◽  
Theoretical Point ◽  
Distributed Team ◽  
Practical Implications

Purpose – to develop project management terminology. Findings. This study indicates thе significant changes that occurred in working conditions in the last centuries that led to the new models' formation of employee interaction at enterprises, especially remotely, such as distributed, virtual, and dispersed project teams. Clarification of the terminology of project management indicates the meaning of the term "distributed team". This paper separated the term from several related concepts and demonstrated the benefits of integrating distributed project teams within an enterprise. Originality/Value. Paper analyzes the term, features and differences of the distributed project team from other types of remote teams. Practical implications. The terminology of remote project team can beused by project managers from a theoretical point of view. Research limitations/Future research. Future research can focus on the way to manage a distributed project team effectively. Paper type – theoretical.

Work Outcomes of Job Crafting Among the Different Ranks of Project Teams

2020 ◽  
pp. 875697282095881
Author(s):  
Rafał Haffer ◽  
Joanna Haffer ◽  
Donna Lynne Morrow
Keyword(s):  
Work Engagement ◽  
Job Design ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Job Crafting ◽  
Work Outcomes ◽  
Team Members ◽  
Work Meaningfulness ◽  
The Relationship

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft.

Manajemen Rantai Pasok Produksi Rak Piring Aluminium di Depok (Studi Kasus pada PD. Sumber Jaya Aluminium)

2020 ◽  
Vol 3 (2) ◽  
pp. 97-105
Author(s):  
Lingga Yuliana
Keyword(s):  
Supply Chain ◽  
Information Flow ◽  
Quantitative Data ◽  
Research Method ◽  
Qualitative Method ◽  
Qualitative Data ◽  
Survey Method ◽  
Product Flow ◽  
Financial Flow

The purpose of this research is to find out the product flow, financial flow and information flow in the management of the supply chain plate rack based on the existing supply chain so that the company can produce effectively and efficiently. The research method used is a qualitative method using a survey method that is to explain, describe and interpret a phenomenon that occurs in an object and qualitative data with the support of quantitative data. The results showed the company combining assembly material team, glass assembly team and final completion teams could accelerate production and limit cooperation with independent marketing to summarize the supply chain and prevent company losses.

EFEKTIVITAS UJIAN AKHIR SEMESTER SECARA ONLINE MENGGUNAKAN APLIKASI GOOGLE FORM PADA SMP MA'ARIF NU CIMANGGU

2021 ◽  
Vol 2 (2) ◽  
pp. 76-86
Author(s):  
Diky Setiawan ◽  
Mochammad Hasymi Somaida
Keyword(s):  
Survey Method ◽  
Sample Collection ◽  
Quantitative Survey ◽  
Corona Virus ◽  
The World ◽  
Teachers And Students ◽  
The Impact

The Corona virus is a virus that originates from China, and spreads rapidly throughout the world andbegan to spread to Indonesia in early March 2020. The impact of Covid-19 has caused losses in all fields,be it economy, education, etc. In the field of education, activities both learning and examinations must bereplaced online due to the impact of the spread of Covid-19. This study aims to determine theeffectiveness of the implementation of UAS which is carried out online using the Google Form applicationmedia at SMP MA'ARIF NU CIMANGGU. This research uses the quantitative survey method whichdescribes the online UAS implementation activities at SMP MA'ARIF NU CIMANGGU during thepandemic. The object consists of 35 student respondents. The data sample collection is done using aquestionnaire / questionnaire containing questions related to the implementation of UAS online using theGoogle Form application at SMP MA ' ARIF NU CIMANGGU. Based on the results of this study, theimplementation of online UAS runs effectively f and good, it can be seen from the results of satisfactorystudent scores. The application used is of course the Googke Form as the main media, and Whatsapp as amedium for interaction between teachers and students. The obstacles experienced are regarding badconnections, limited quota, schedules that frequently change, as well as difficulties in understandingsubject matter.Keywords: Covid-19,impact,effectiveness

Sign in / Sign up

Export Citation Format

Share Document