scholarly journals PROJECT TEAM FORMATION AND DEVELOPMENT BASED ON THE IMPOVED COMPETENCE METHOD

2018 ◽  
Vol 6 (5) ◽  
pp. 334-339
Author(s):  
G. D. Kostina ◽  
A. V. Torgasheva
Keyword(s):  
Project Success ◽  
Simple Algorithm ◽  
Project Manager ◽  
Project Team ◽  
Team Formation ◽  
Team Members ◽  
Project Area ◽  
Mathematical Background ◽  
Optimization Task ◽  
Team Types

Creation of a project team is the first stage in the long sequence of all works which are related to the desired project. At this stage, a group of participants should be carefully chosen, based not only on their experience in the project area, but also on their compatibility and willingness to work together in a mutually helping way. In the paper, after a survey of related publications, project team types and characteristics are considered and arising problems are identified. These problems are related mainly to badly specified duties of team members, weak information links between them, fuzzy project goal and competition for dominance between members, It is found, that the project team formation can be viewed as a mathematically complex multi-criteria optimization task. A new method of team formation is proposed, which does not require deep mathematical background from the project manager. The method is based on the use of the competence technique. However, in contrast with the use of this technique in human resource management, the proposed method takes into account the important aspect of psychological compatibility of team members, which can appear to be the decisive factor in the project success. The method is presented as a simple algorithm which can be used by the project manager in the team formation.

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.

Project Team Formation Based on Knowledge and Cooperation Degree

2010 ◽  
Vol 44-47 ◽  
pp. 3143-3147
Author(s):  
Xiao Rong Huang ◽  
Shun Sheng Guo ◽  
Li Bo Sun
Keyword(s):  
Genetic Algorithm ◽  
Mathematical Model ◽  
Calculation Method ◽  
Project Team ◽  
Team Formation ◽  
Individual Member ◽  
Formation Model ◽  
Collaborative Model ◽  
Team Members ◽  
Formation Problem

To aim at the project team formation problem, this study proposes a formation model based on knowledge and cooperation degree. The ability of individual member and cooperation degree of team members are considered. In addition ,it presents a way of measuring candidate’s ability about knowledge, and establishes a collaborative model to measure the cooperation degree between team members. Furthermore, a calculation method of knowledge and cooperation degree is proposed, and then a mathematical model is established. Finally it presented a solution base on Genetic Algorithm for this model.

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 .

Selecting the Project Teams’ Members. A Challenging Human Resources Management Process for Laboratory Research

2011 ◽  
Vol 495 ◽  
pp. 159-162 ◽  
Author(s):  
Evangelia N. Markaki ◽  
Damianos P. Sakas ◽  
Theodoros Chadjipantelis
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Laboratory Research ◽  
Management Process ◽  
Team Members ◽  
Resources Management ◽  
The Way

The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi-technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research.

scholarly journals Intellectual intelligence and emotional intelligence of project manager

2021 ◽  
Vol 907 (1) ◽  
pp. 012022
Author(s):  
G Reinaldo ◽  
A Andi ◽  
V Ong
Keyword(s):  
Emotional Intelligence ◽  
Analytical Hierarchy Process ◽  
Construction Project ◽  
General Information ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Mean Values ◽  
Team Members ◽  
Hierarchy Process

Abstract Intellectual and emotional intelligences are two important competences of project managers for the success or failure of a construction project. This study aims to investigate how often project managers utilize these two intelligences in running their project. It will also take a look the intelligence that construction personnel expect more from their project manager. The research was conducted by distributing questionnaires to construction personnel that were working on ongoing projects. The results show that the project managers use both intellectual and emotional intelligences, with mean values of 4.20 and 4.12 respectively. Meanwhile, results from analytical hierarchy process analyses portray that the project team members expect the project managers to exhibit emotional intelligence more than intellectual intelligence with weight of 66.40% and 33.60% respectively. The study also conducts several analyses by using respondents’ and project managers’ general information.

scholarly journals Effective Strategies for Communicating and Managing Communication in a Project Team

2021 ◽  
Vol 8 (1) ◽  
pp. 1-11
Author(s):  
Brian J. Galli
Keyword(s):  
Project Success ◽  
Management Strategies ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Communication Process ◽  
Critical Factors ◽  
Communication Management ◽  
Communication Plan ◽  
Effective Strategies

Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.

Lack of Characteristics Management Causing Biggest Projects Failure

2019 ◽  
pp. 1339-1350
Author(s):  
Loredana Arana
Keyword(s):  
Cost Management ◽  
Project Manager ◽  
Project Team ◽  
Team Members ◽  
Know How ◽  
Project Plan ◽  
Past Experiences ◽  
Impact Cost ◽  
Looking Back ◽  
The Way

This chapter focuses on recognizing the important resource aspects that can cause disruptions in a project and how to deal with and manage them more effectively to reach desired outcomes. You cannot be successful only by following a project methodology. You will need to be aware of your surroundings and know how to use your resources. In past experiences, diverse resources have been shown to dramatically impact cost management as well as the overall timeline. As a project manager, you will need to be prepared to put challenges on permanent lockdown. The overall approach was to create awareness and guide each project manager in overcoming these challenges. When looking back on previously unsuccessful projects, it was not the methodology that was deficient or the project plan but the way that the group came together as a team. There are many complications that come into play when managing difficult project team members. Therefore, get to know your audience as well as your team; it will make a world of difference.

scholarly journals The Competence of Project Team Members and Success Factors with Open Innovation

2020 ◽  
Vol 6 (3) ◽  
pp. 51 ◽  
Author(s):  
Minjeong Oh ◽  
Sungyong Choi
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Project Success ◽  
Empirical Support ◽  
Business Environment ◽  
Project Manager ◽  
Equation Modeling ◽  
Success Factor ◽  
Team Members ◽  
The Impact

The purpose of this paper is to examine the relationship between emotional, managerial, and intellectual competence of team members, which refer to the LDQ (Leadership Development Questionnaire) and impact on project success. (1) Background: Large and complex projects are being conducted in a dynamic business environment. The need for capabilities and managerial aspects of participants of the project for business performance increases. (2) Methods: A questionnaire survey was conducted on 164 project management professionals in various industries from Korea. The structural equation modeling technique was performed to establish the effect of competence of team members on project success factor. (3) Results: The results provided empirical support for the impact of team members’ competencies on project success factor. Moreover, there is no difference in the perception of the impact of team members’ competencies on project success factor, depending on their roles, such as project manager and team member. (4) Results: In this paper, the importance of the competence of team members in accordance with the project manager was presented. The findings of this study suggest the strategic direction of the members at this point when corporate innovation is needed.

Action‐centered team leadership influences more than performance

2012 ◽  
Vol 18 (3/4) ◽  
pp. 176-195 ◽  
Author(s):  
Frank C. Braun ◽  
Michel Avital ◽  
Ben Martz
Keyword(s):  
Job Satisfaction ◽  
Leadership Practices ◽  
Project Success ◽  
Team Leadership ◽  
Project Team ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members ◽  
Team Environment ◽  
Knowledge Collaboration

PurposeBuilding on a social‐technical approach to project management, the authors aim to examine the effect of action‐centered leadership attributes on team member's learning, knowledge collaboration and job satisfaction during IT‐related projects.Design/methodology/approachStructural equation modeling was utilized to assess the work environment of team members as well as the leadership practices of their respective project team leaders. Data were collected with a survey questionnaire from 327 team members in a variety of organizations in 15 industry sectors including financial services, software, manufacturing, retail, government and universities.FindingsThe identified action‐centered project leadership practices (effective task management, team efficacy cultivation, and individual autonomy support) create a project team environment that fosters individual learning and knowledge collaboration along with individual performance and job satisfaction, and ultimately project success.Research limitations/implicationsThe action‐centered leadership practices construct, developed in this study, can be a good surrogate measure of what is required to be an effective leader in an IT project team environment. The main limitations of the research are those inherent in the survey method (self‐reported; subjective data).Practical implicationsIn a project team environment, it is essential that all team members collaborate effectively to increase the likelihood of project success. The implication for managers from these findings is that concentrating more on the identified action‐centered leadership practices can positively influence the team environment.Originality/valueAlthough previous studies have described attributes that influence team performance, a clearer understanding of what team leadership practices enable a project manager to be effective warrants further investigation. A second order construct merges these team leadership practice attributes and validates its use.

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