A study of project team trust and its relationship with project performance, coherence and level of integration

2001 ◽  
Author(s):  
Chi-choy, Ben Ngai
Keyword(s):  
Project Performance ◽  
Project Team ◽  
Team Trust

Strategic Human Capital, Team Composition and Project Team Performance

2016 ◽  
pp. 106-122
Author(s):  
Francesca Vicentini ◽  
Paolo Boccardelli
Keyword(s):  
Human Capital ◽  
Team Performance ◽  
Project Performance ◽  
Project Team ◽  
Team Composition ◽  
Individual Level ◽  
Strategic Human Capital ◽  
The Individual ◽  
Temporary Teams

This chapter seeks to explore what characteristic of human capital at the individual level links to the performance in project-based organizations (PBOs). In particular, we are interested in the enriching of the individual flexibility construct, which has received minimal investigation from the strategic literature. Moreover, the challenges inherent to this topic are arguably more acute in PBOs, where temporary teams are strategically relevant to the success of the performance and individuals need to be more flexible in order to contribute to high levels of project performance. In particular, we support the idea that the flexibility of members enrolled within teams may influence positively the project performance.

scholarly journals Critical Success Factors in Developing Collaborative Design-Build Project Team to Improve Project Performance

2018 ◽  
Vol 159 ◽  
pp. 01025 ◽  
Author(s):  
Afrizal Nursin ◽  
Yusuf Latief ◽  
Ibrahim
Keyword(s):  
Collaborative Design ◽  
Structural Equation ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Construction Project ◽  
Project Performance ◽  
Project Team ◽  
Equation Modeling ◽  
Critical Success

To complete a construction project, it takes the cooperation and collaboration of stakeholder involved in construction projects to obtain optimum project performance. Problems that frequently occur in construction projects is the lack of cooperation, lack of trust, ineffective communication, lack of visualization of the planned buildings and different relationships between stakeholders that project performance is not optimal. To overcome these problems need to develop a model of collaboration between stakeholders in a construction project. The purpose of this research is to identify the critical success factors of the collaboration of design and build construction project team so that can understand the influence of collaboration model to collaboration performance with the geographic, professional, stakeholder, and ethnic cultural boundary spanners in design and build construction project in Indonesia. This research uses factor analysis and variable relation with Structural Equation Modeling (SEM) method. The results found that geographical and ethical boundaries are influencing collaborative performance significantly.

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.

Transactive knowledge from communities of practice to firms

2017 ◽  
Vol 20 (2) ◽  
pp. 291-311 ◽  
Author(s):  
Maria Cristina Longo ◽  
Alessandro Narduzzo
Keyword(s):  
Communities Of Practice ◽  
Analysis Data ◽  
Project Performance ◽  
Project Team ◽  
Organizational Boundaries ◽  
Content Type ◽  
Team Members ◽  
Quantitative Evidence ◽  
Work Related ◽  
Innovative Capabilities

Purpose The purpose of this paper is to analyze to what extent and under which conditions R&D projects benefit from team members’ participation in spontaneous and work-related communities of practice (CoPs). Design/methodology/approach This is a quantitative empirical study. R&D projects are the unit of analysis. Data are collected through interviews to 121 informants who are members of 60 R&D projects and participants in 195 CoPs. Findings The participation of project team members in work-related CoPs positively affects the R&D project performance. This positive effect applies also to radically innovative projects. The diversity in the institutional affiliation of CoPs members is also highly significant and positively correlated with the project performance. Research limitations/implications The paper considers only work-related CoPs, thus neglecting the knowledge transacted through other types of CoPs. Practical implications Practitioners should support the autonomous participation of project team members to spontaneous and work-related CoPs that cut across the organizational boundaries. Team leaders may enhance team innovative capabilities and performance by ensuring diversity of knowledge and skills from CoPs whose members work for institutions that differ from each other. Originality/value First, this study provides quantitative evidence of the CoPs ability to support innovation. Second, this research is focused on spontaneous and work-related CoPs within business environments. Third, this study does not analyze CoPs performance, but it postulates a connection between innovative organizational units (i.e. R&D projects) and spontaneous CoPs that cut across the firms’ boundaries.

Strategic Human Capital, Team Composition and Project Team Performance

2019 ◽  
pp. 1319-1335
Author(s):  
Francesca Vicentini ◽  
Paolo Boccardelli
Keyword(s):  
Human Capital ◽  
Team Performance ◽  
Project Performance ◽  
Project Team ◽  
Team Composition ◽  
Individual Level ◽  
Strategic Human Capital ◽  
The Individual ◽  
Temporary Teams

This chapter seeks to explore what characteristic of human capital at the individual level links to the performance in project-based organizations (PBOs). In particular, we are interested in the enriching of the individual flexibility construct, which has received minimal investigation from the strategic literature. Moreover, the challenges inherent to this topic are arguably more acute in PBOs, where temporary teams are strategically relevant to the success of the performance and individuals need to be more flexible in order to contribute to high levels of project performance. In particular, we support the idea that the flexibility of members enrolled within teams may influence positively the project performance.

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.

scholarly journals Investigating informality in construction: philosophy, paradigm and practice

2011 ◽  
Vol 11 (2) ◽  
pp. 84-98 ◽  
Author(s):  
Thayaparan Gajendran ◽  
Graham Brewer ◽  
Goran Runeson ◽  
Andrew Dainty
Keyword(s):  
Project Performance ◽  
Project Team ◽  
Philosophical Position ◽  
Team Activity

The complex interrelationships commonly enacted as a consequence of project team activity take a number of different forms, including those formally dictated by contract conditions. However it is becoming increasingly apparent that project performance is affected by informal relationships, though their investigation is notoriously difficult. This paper proposes that these difficulties arise partly from the nature of the informalities themselves, but also as a consequence of the philosophical position taken by researchers and their consequent methodological/paradigmatic posture, and its impact upon those being studied. It consequently proposes a subjectivist investigative framework that accommodates multiple philosophical points of departure, matching them to a range of alternative methodologies, and indicates the desirability of blending to reflect the peculiarities of each context under investigation. The framework also accommodates the practicalities of putting complex methodologies into action. The paper concludes that this framework presents opportunities to conduct rigorous in-situ investigations of informality at work, leading to authentic and deep insights that would otherwise remain unseen

The Effects of COVID-19 and Disasters on Scheduling Function in Mega-Projects

2022 ◽  
pp. 220-240
Author(s):  
Vannie Naidoo
Keyword(s):  
Project Performance ◽  
Project Team ◽  
Additional Cost ◽  
Infrastructural Development ◽  
The World

Mega-projects are crucial as they strive to provide infrastructural development and support growth and sustainability of a country's economy. Scheduling is an integral part of mega-projects, and special attention needs to be given to the planning of this activity. It is important that an experienced person in the project team be responsible for scheduling activities for the mega-project. In 2020, COVID-19 appeared and had devastating consequences on the world and all sectors of society including business, industry, and the economy. Mega-projects were also affected by COVID-19, a deadly pandemic that has caused a loss of millions of lives worldwide. The scheduling of mega-projects during lock-down proved problematic, causing major delays, backlogs, and additional cost and rescheduling of activities in the project. Disasters are also another factor that can hinder project performance. This chapter will unpack scheduling in mega-projects and how it is affected by COVID-19 and other disasters.

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