Model for Assigning Project Members to Maximize Personality Balance

2014 ◽  
Vol 556-562 ◽  
pp. 6815-6824
Author(s):  
Jeong Yau Yeh ◽  
Chiu Chi Wei
Keyword(s):  
Team Building ◽  
Quantitative Model ◽  
Project Performance ◽  
Project Manager ◽  
Project Team ◽  
Global Competition ◽  
Work Experiences ◽  
Building Activities ◽  
Project Objectives ◽  
Project Personnel

Global competition has forced enterprises to constantly innovate business administration and product services, in order to dominate markets and to compete effectively. However, the formulation and execution of strategy and the development of products and services rely largely on a concrete management system that can efficiently produce attractive products within the shortest period of time. Project management is an effective way of achieving these objectives. A temporary task group is formed by borrowing personnel from related divisions, without altering the original organizational structure and adding extra workforce. Various team-building activities are used to quickly transform this group of people into a solid project team and to accomplish the specified project objectives as soon as possible. Traditional assignment of project personnel is based primarily on work experiences and expertise and ignores the role that personalities play in the success of the project. Therefore, this study develops a project assignment quantitative model that maximizes the team’s personality balance by selecting the most suitable personnel from a group of qualified capable candidates, to increase the possibility of success for the project. The results of the example show that the model developed can help a project manager to form a project team in which the members’ personalities are highly balanced, to maximize the project performance.

scholarly journals Effects of standardization-based coordination mechanisms in project performance

2021 ◽  
Vol 28 (3) ◽  
Author(s):  
Ralf Luis de Moura ◽  
Teresa Cristina Janes Carneiro ◽  
Taciana Lemos Dias
Keyword(s):  
Structural Equation ◽  
External Environment ◽  
Project Performance ◽  
Project Manager ◽  
Technical System ◽  
Coordination Mechanisms ◽  
Equation Modeling ◽  
Work Processes ◽  
Project Objectives ◽  
The Relationship

Abstract: Among the coordination mechanisms present in an organization defined by Mintzberg, there are the mechanisms based on standardization of processes, employee skills and outputs. This study intends to investigate, through an exploratory and quantitative approach, the relationship between standardization-based coordination mechanisms, considered essential for project objectives accomplishment, and project performance. In addition, it is proposed to investigate whether project size, project manager power, technical system complexity and external environment stability affect the relationship between standardization mechanisms and project performance. In order to test the proposed model, the structural equation modeling technique was used in an empirical research with 216 professionals that have already worked on projects. The results showed that work processes standardization has a significant effect on the performance of projects and that their effectiveness is greater in smaller projects, when the project manager has power of action, when the external environment is stable and the technical system is not complex. This study also showed evidence that the proper use of standardization-based coordination mechanisms may have its effects enhanced when contingency factors are considered.

scholarly journals Formation and Development of the Project Team

2020 ◽  
Vol 6 (3) ◽  
pp. 100-106
Author(s):  
O.V. Rogach ◽  
◽  
A.M. Kuznetsova ◽  
Keyword(s):  
Economic Activity ◽  
Complex Analysis ◽  
System Analysis ◽  
Project Manager ◽  
Project Team ◽  
Staff Turnover ◽  
Mathematical Methods ◽  
Analysis System ◽  
Project Personnel

the article raises questions about the formation and development of the project team. The empirical base of the study was chosen by the company “BIZNESCONSUL” LLC. The paper uses such research methods as: socio-economic analysis, complex analysis of economic activity, economic and mathematical methods, logical analysis, system analysis. Based on the research, a number of conclusions are made: the need to use tools for forming a project team (the responsibility matrix) is highlighted, which will reduce the time of recruitment and hiring of staff; a focused approach to the development of a project personnel motivation system is required, which will reduce staff turnover in the company; it is necessary to take into account the personal and professional qualities of the project Manager, which will allow him to consolidate project roles and improve the quality of project personnel management.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

STRATEGIC CHARACTERISTICS OF PROJECT TEAM FORMATION

2018 ◽  
Author(s):  
Pavlo Ilchuk ◽  
◽  
Yuriy Leschuk ◽  
Keyword(s):  
Project Management ◽  
Limited Range ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Team Formation ◽  
Team Management ◽  
Project Method ◽  
High Level ◽  
Project Objectives

The article substantiates the relevance of research in the field of project management, in general, and project team management, in particular. The main directions of scientific research in the field of project team management are investigated. The existence of a limited range of research in the field of project team management at the strategic level has been proven, which causes significant basic risks of project implementation. The main strategic characteristics of project team formation are identified: creating a cult of quality, creating intermediate finishes to enjoy the work, building a sense of elitism, allowing and encouraging heterogeneity, maintaining and protecting successful teams, ensuring strategic direction. The compliance of the strategic characteristic "creating a cult of quality" with a separate principle of the Agile project method is proved, and the high level of influence of such strategic characteristic of project team management on achieving a high level of project product quality in limited time and resources is substantiated. It is also proved that other researched strategic characteristics of project team formation fully correlate with the values and principles of the Agile project method, which actualizes their importance for project management in general, and project team formation in particular. That is why the important competencies of a project manager are the ability to implement strategic management and the ability to manage project teams. Instead, the inadequate level of compliance with the parameters of certain strategic characteristics of the formation of project teams was identified as the main reason for failure to achieve project objectives or lower quality of project products. The priority approach to the formation of project teams is singled out, under which the project manager, being the undisputed leader, builds the project team on a role basis, provided that an effective communication system and a clear division of responsibilities.

USE OF MODERN TECHNOLOGIES OF TEAMBUILDING IN WORK WITH THE PERSONNEL OF THE PENAL SYSTEM

2020 ◽  
pp. 18-22
Author(s):  
Денис Анатольевич Брыков ◽  
Александр Юрьевич Долинин ◽  
Александр Владимирович Паршков
Keyword(s):  
Organizational Culture ◽  
Personnel Management ◽  
Team Building ◽  
Penal System ◽  
Special Event ◽  
Current State ◽  
Initial Stage ◽  
Executive System ◽  
Building Activities ◽  
Modern Technologies

Статья посвящена проблеме внедрения в практику управления персоналом уголовно-исполнительной системы современных технологий командообразования. Рассматривая технологию командообразования в качестве одного из средств повышения эффективности работы с кадрами уголовно-исполнительной системы, авторы раскрывают содержание и значение технологии командообразования в деятельности организации, характеризуют современные способы формирования команды. Акцентируется внимание на проблемных аспектах, связанных с использованием современных технологий командообразования в работе с кадрами уголовно-исполнительной системы (ограниченные объемы финансирования, отсутствие навыков использования нестандартных инструментов воздействия на персонал и внутренней готовности к их применению). На основе анализа современного состояния работы с кадрами уголовно-исполнительной системы и положений концепции формирования команд сформулированы предложения по использованию технологии командообразования в учреждениях и органах ФСИН России: 1) кадровая политика учреждений и органов ФСИН России должна строиться на принципах командного менеджмента, что позволит согласовать взаимные интересы работников и уголовно-исполнительной системы, укрепить организационную культуру структурных подразделений; 2) мероприятия по формированию команды должны стать неотъемлемой составляющей деятельности системы управления персоналом учреждений и органов ФСИН России, касаться всех работников и носить регулярный характер; 3) характер и содержание мероприятий по командообразованию должны развиваться, видоизменяться и усложняться по мере сплочения команды; 4) на начальном этапе внедрения технологий командообразования наиболее приемлемой представляется такая форма, как организация профессиональных праздников и проведение специальных мероприятий-событий с элементами тимбилдинга. The article is devoted to the problem of introduction into the practice of personnel management of the penal system of modern command formation technologies. Considering the technology of teambuilding as one of the means of increasing the efficiency of work with the personnel of the penal system, the author reveals the content and importance of teambuilding technology in the activities of the organization, characterizes the modern ways of forming a team. Attention is focused on the problematic aspects associated with the use of modern teambuilding technologies in working with the personnel of the penal system (limited amounts of funding, lack of skills to use non-standard instruments of impact on personnel and internal readiness for their application). Based on the analysis of the current state of work with the cadres of the criminal executive system and the concept of the formation of teams, proposals are formulated on the use of teambuilding technology in the institutions and bodies of the FPS of Russia: 1) the personnel policy of the institutions and bodies of the FPS of Russia should be based on the principles of command management, which will allow to coordinate the mutual interests of employees and the penal system, to strengthen the organizational culture of structural divisions; 2) the activities to form a team should become an integral part of the personnel management system of the institutions and bodies of the FPS of Russia, concern all employees and be of a regular nature; 3) the nature and content of team building activities should develop, change and become more complex as the team rallies; 4) at the initial stage of introduction of teambuilding technologies, the most acceptable form is the organization of professional holidays and the holding of special event-events with elements of team building.

Toward an Economically Optimal Team Design in IT-Related Innovation Projects

2021 ◽  
pp. 2150001
Author(s):  
Michael Bitzer ◽  
Olga Bürger ◽  
Björn Häckel ◽  
Christian Voit
Keyword(s):  
Economic Evaluation ◽  
Work Experience ◽  
Quantitative Model ◽  
Project Performance ◽  
Design Parameters ◽  
Team Size ◽  
Business Environments ◽  
Innovation Projects ◽  
Ex Ante ◽  
Team Design

Driven by the increased relevance of digitalised and hypercompetitive business environments, companies need to focus on IT-related innovation projects (ITIPs) to guarantee long-term success. Although prior research has illustrated that an appropriate team design can increase project performance, an approach for determining the economically optimal team design from an ex ante perspective is missing. Against this backdrop, we follow analytical modelling research and develop a model that determines the optimal team design for an ITIP by transferring central findings of previous research regarding relevant influencing factors, e.g., team size and academic background diversity, into an ex ante economic evaluation. Thereby, our model allows the comparison of different team designs (i.e., team compositions) with regard to the prospective monetary project performance. Generally, the results show that only about a fifth of the random team designs resulted in a positive profit. In contrast, the well-founded, optimal team designs proposed by our model led to a positive profit in almost 90% of all cases. Regarding the influencing parameters, we observe that team size is the most important factor since a deviation from the optimum has a much more significant effect on the expected profit than do other factors such as work experience. To ensure the real-world fidelity and applicability of our model, we discuss the underlying assumptions with two practitioners. Our contribution is manifold: Inter alia, from an academic perspective, we enhance existing research on team design by converting well-accepted qualitative findings from a frequently investigated field outside business administration (i.e., [social] psychology) into a quantitative model that allows for the ex ante economic evaluation of team design parameters. For practitioners, we provide a model that assists managers in designing ITIP teams that are more likely to deliver desired results. This model enables managers to avoid relying only on gut feeling when designing ITIP teams, as is currently often the case due to a lack of alternative approaches.

Guidelines for Delivering Personal-Disclosure Mutual-Sharing Team Building Interventions

2006 ◽  
Vol 20 (3) ◽  
pp. 348-367 ◽  
Author(s):  
Nicholas L. Holt ◽  
John G.H. Dunn
Keyword(s):  
High Performance ◽  
Group Communication ◽  
Team Building ◽  
Contextual Sensitivity ◽  
Communication Practices ◽  
Soccer Team ◽  
Building Activities ◽  
Professional Guidance ◽  
Personal Disclosure ◽  
Women's Soccer

The overall purpose of this study was to provide professional guidance to practitioners who may wish to deliver Personal-Disclosure Mutual-Sharing (PDMS) team building activities. First we replicated and evaluated a PDMS intervention previously used by Dunn and Holt (2004). Fifteen members (M age = 25.4 yrs) of a high performance women’s soccer team provided evaluative data about the intervention they received via reflective interviews. Benefits of the PDMS activity were enhanced understanding, increased cohesion, and improved confidence. Guidelines for professionals who may wish to use this team building approach are provided in terms of (a) establishing group communication practices during the season, (b) delivering the meeting, and (c) demonstrating contextual sensitivity.

scholarly journals Perceptions of team-based learning using the Team-Based Learning Student Assessment Instrument: an exploratory analysis amongst pharmacy and biomedical students in the United Kingdom

2019 ◽  
Vol 16 ◽  
pp. 23 ◽  
Author(s):  
Prabha Parthasarathy ◽  
Bugewa Apampa ◽  
Andrea Manfrin
Keyword(s):  
United Kingdom ◽  
Team Building ◽  
Student Assessment ◽  
Assessment Instrument ◽  
Biomedical Science ◽  
First Year ◽  
Final Grade ◽  
Team Based Learning ◽  
Building Activities ◽  
First Time

Purpose: This study aimed to evaluate students’ perception of team-based learning (TBL) amongst a cohort exposed to this methodology for the first time at a university in the United Kingdom.Methods: Between November and December 2018, 26 first-year Master of Pharmacy and 90 second-year Biomedical Science students of the School of Life Sciences, University of Sussex, United Kingdom were invited to participate and requested to complete a questionnaire that contained quantitative and qualitative questions. The quantitative component was based on the Team-Based Learning Student Assessment Instrument (TBL-SAI). It additionally contained questions about key student characteristics.Results: The response rate was 60% (70 of 116); of the participants, 74% (n=52) were females and 26% (n=18) males. The percentage of agreement in the TBL-SAI suggested a favourable response to TBL. The overall mean score for the TBL-SAI was 115.6 (standard deviation, 5.6; maximum score, 140), which was above the threshold of 102, thus suggesting a preference for TBL. Statistically significant differences were not found according to demographic characteristics. Students who predicted a final grade of ≥70% strongly agreed that TBL helped improve their grades. Some students highlighted issues with working in teams, and only 56% of students agreed that they could learn better in a team setting.Conclusion: This study shows that students exposed to TBL for the first time favoured several aspects of TBL. However, more focused strategies including team-building activities and expert facilitation skills could potentially tackle resistance to working in teams.

Large scale project team building

2008 ◽  
Vol 51 (10) ◽  
pp. 113-116 ◽  
Author(s):  
Mary C. Jones
Keyword(s):  
Large Scale ◽  
Team Building ◽  
Project Team ◽  
Large Scale Project
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