scholarly journals PROJECT TEAM IN PROJECT MANAGEMENT METHODOLOGIES

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Agnieszka Peszko
Keyword(s):  
Social Skills ◽  
Project Management ◽  
Team Building ◽  
Project Team ◽  
Highly Qualified ◽  
Specific Nature ◽  
Team Members ◽  
Agile Methodologies ◽  
The Right

The specific nature of project management causes that the selection of the right people to join the project team has become crucial to the success of any project. The present study aims at showing the role of a well-chosen project team in the project management regardless of whether the project is run according to traditional or agile methodologies. Special attention has been paid to the decision making process in project team with the use of traditional and agile methodologies. In case of traditional, classical methodologies, more efficient are teams of highly qualified specialists, which are able to make decisions, more often individual ones, as quickly as possible and precisely. Given the fact that in agile methodologies there is greater decisiveness of the team, group decisions are made more often. Management’s confidence in project team is of vital importance in agile methodologies. In order to fulfill the aim of the study, traditional and agile methodologies for project management have been briefly characterized, the process of project team building and the results of scientific research pointing to significant role of the project team in project management have been presented. It has been stressed out that, regardless of the chosen methodology, while selecting project team members it is important to consider not only members’ knowledge or experience, but also relevant personality traits and interpersonal skills (social skills). However, it should be pointed out that given the specific nature of the agile methodologies, social skills of team members become incredibly important, and in many cases more important than professional competences.

Transformational leadership and project team members’ silence: the mediating role of feeling trusted

2019 ◽  
Vol 12 (4) ◽  
pp. 845-868 ◽  
Author(s):  
Fangwei Zhu ◽  
Linzhuo Wang ◽  
Miao Yu ◽  
Ralf Müller ◽  
Xiuxia Sun
Keyword(s):  
Transformational Leadership ◽  
Project Management ◽  
Practical Implication ◽  
Project Team ◽  
Potential Threat ◽  
Content Type ◽  
Team Members ◽  
Mediating Role ◽  
The Relationship

Purpose Silencing behavior among project team members (PTM) poses a potential threat to project results. Hence, breaking silence in projects is critical to motivate team members and beneficial for project outcomes. The purpose of this paper is to examine the relationship between transformational leadership (TL) of project manager (PM) and silence behavior of PTMs. It proposes a mediating role of feeling trusted (FT) to fill this gap by conducting an empirical research. Design/methodology/approach A theoretical model was developed and a series of hypotheses were proposed based on existing literature. Then, regression analysis was conducted on a sample of 219 team members of a diverse set of projects in China. Findings The paper empirically shows that TL of PM is significantly negatively related to team members’ defensive and prosocial silence (PS), but not with their acquiescence silence. In addition, the study also discovered that team members’ FT mediates the effects of TL on team members’ defensive and PS. Research limitations/implications This study contributed to the project management literature by showing that feeling trusted link the relationship between TL of PM and PTMs’ silence. The studies’ findings also contribute to the silence theory in project context through discussions of the rationale behind the main effects. Practical implication is provided for PMs that making the most of TL can reduce the silence of PTM, through building trusted feelings. The limitation to this study is the research setting regarding culture-related issues that focused only on projects in China. Originality/value This research is one of the early studies that address the issue of silence behavior in project context, which is a contribution to the coordination and communication in project management.

scholarly journals Analysis of the Available Project Management Methodologies

2018 ◽  
Vol 23 (3) ◽  
pp. 1 ◽  
Author(s):  
Petar Jovanovic ◽  
Ivana Beric
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Project Manager ◽  
Project Team ◽  
The Other ◽  
It Projects ◽  
Project Completion ◽  
Agile Methodologies ◽  
Complex Projects ◽  
The Right

The paper is an analysis of the available project management methodologies from the standpoint of their applicability. Our aim is to establish specific characteristics of the today available methodologies (PMS, APM, PRINCE2, YUPMA, etc.) that can ensure realistic foundations on which an adequate methodology for a certain group of similar projects can be defined. The use of an adequate project management methodology brings a numerous advantages and benefits to project manager and project team and it shows them the right route towards project completion. This paper gives a review of the most recognizable methodologies proposed and implemented in the project management practice. Specific features of these methodologies were analysed bearing in mind the possibilities of implementation. It was found that general characteristics of traditional methodologies (PMI, IPMA, APM,YUPMA) make them more adequate to be implemented in larger and more complex projects such as: investment, military, manufacturing, overhaul, etc. projects. On the other hand, general characteristics of agile methodologies lead to a conclusion that these methodologies are more suitable to use for IT projects as well as for some smaller and less complex projects, such as devising various studies, project reports, etc. The research presented in this paper should be treated as a basis for further research oriented towards defining specific methodologies adequate for certain groups of similar projects.

Formation and Implementation of Projects Approach in Integrated Structures in the Field of Medical Industry and Health

2020 ◽  
Vol 8 (4) ◽  
pp. 16-26
Author(s):  
Yuriy Gercik ◽  
Z. Kokueva
Keyword(s):  
Project Management ◽  
Production Systems ◽  
Cluster Structure ◽  
Medical Industry ◽  
Project Team ◽  
Team Members ◽  
Study Guides ◽  
Project Cycle ◽  
Integrated Structures

The article is devoted to the study of the urgent scientific problem of efficiency and project management in various economic and production systems, including the cluster structures of the medical industry and healthcare. The role of competence of the project team is noted, a model for the formation of competencies of team members is developed. The examples of presentations at the All-Russian conferences on specialized topics show the importance of determining the role of lean production in the project, the prospects for its development in the cluster structure. The methodological basis of the work was the theory of project management, cluster theory and analysis of the prospects of their development. The information base of the study was articles in peer-reviewed journals, Internet data with the presence of specific speeches on the profile of the work presented, study guides and public websites of enterprises and organizations. Based on the results of the study, recommendations are made about the possibility of applying the research results in other areas of activity, in particular, in the educational sphere. The authors developed a model for the formation of the competence of the project team, a structural diagram of the formation and implementation of the project cycle of the cluster system in the field of the medical industry and healthcare, and scientific conclusions were formulated based on the results of the study.

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.

scholarly journals Methodical approach to building system of motivation of the project team

2021 ◽  
Vol 97 ◽  
pp. 01036
Author(s):  
Valeriya Glazkova
Keyword(s):  
Project Management ◽  
Methodological Approach ◽  
Development Project ◽  
Project Team ◽  
Team Members ◽  
Motivation System ◽  
Body Of Knowledge ◽  
Methodical Approach ◽  
Team Motivation ◽  
Empirical System

Currently investment and construction activities are based on the implementation of development projects. As any project’s success heavily depends on joint efforts of a project team members, there is an urgent need for a motivation system able to stimulate team members’ result-orientation and satisfy their individual needs. The Project Management Body of Knowledge (PMBOK) methodology is suggested as a basis for building a sound development team motivation system, with its motivational tools correlating to stages of project management. The purpose of this article is to build methodical approach to system of motivation of the development project team. The methodological approach is formed taking into account the correspondence of the goal and the type of motivation depending on the stage of project management, as well as on the basis of the principles of forming the motivation system of the project team. The result is a constructed conceptual model for the development of a motivation system for the development project team based on the principles of PMBOK. Methods of comparative, empirical, system and economic analysis were used to substantiate the propositions put forward in the article.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

Transfer of Information and Knowledge in the Project Management

2011 ◽  
pp. 544-551 ◽  
Author(s):  
Jerzy Kisielnicki
Keyword(s):  
Project Management ◽  
Communication System ◽  
Project Team ◽  
Project Teams ◽  
Negative Effects ◽  
Team Members ◽  
Professional Career ◽  
Final Project ◽  
Project Outcome ◽  
Communication Methods

Success and failure in information technology (IT) projects depend on many factors. Based on the analysis of literature as well as the author’s research and experience, we can build a working hypothesis of a significant influence of the communication system on a final project outcome in the context of: • Communication between the project team and the outside world (users, suppliers, other project teams, etc.) • Communication within a project team In project management literature, communication occupies a significant position (Candle & Yeates, 2003; Maylor, 2003). Most research projects, however, are focused on the analysis of communication between the project team and the outside world while communication within the project team seems to take a second place. From the literature dealing with building effective project teams, research carried out by Mullins (2001) deserves a closer look. Mullins researched the key contradiction within a project team; he discovered that project leaders demand from their team members the willingness to compromise and subordinate while at the same time they promote individualism and want to foster creativity. Chaffe (2001), on the other hand, concluded that most people during their professional career lose both their creativity and individualism and prefer to conform to the existing standards. This is the very reason why some leaders prefer to build their teams from young people knowing that they lack experience. By doing that, they realize they increase the risk of not achieving their goals. Therefore, the IT leaders need to combine these conflicting trends and build the project team to ensure the overall success of the project. Adair (1999) indicates three criteria that need to be taken into consideration when evaluating potential team members: competence, motivation, and personal traits. The subject of this article is to prove the hypothesis that the communication system within the team significantly influences the its effectiveness. The key question that needs to be answered is: what conditions does the project leader need to create in order to maximize the positive and minimize the negative effects of teamwork? While at first glance this hypothesis might seem obvious, detailed analysis does not lead to decisive conclusions. While executing the project, teams could use different communication methods to both define the project tasks as well as evaluate results. The effectiveness of various communication methods can be very different; therefore, we want to prove the hypothesis that:

Team Learning in SMEs: Learning the Lessons

2012 ◽  
Vol 26 (6) ◽  
pp. 491-503 ◽  
Author(s):  
Ian McKeown
Keyword(s):  
Leadership Development ◽  
Team Learning ◽  
Management Team ◽  
Team Members ◽  
Shared Practice ◽  
The Right

This research identifies and explores the factors that influence team learning in the context of an SME management team. It examines the difficulties the team members face in attempting to share and combine their experiences to co-construct knowledge and understanding of their environment and future opportunities. The paper reveals a connection between three core themes: the opportunity and nature of team participation; the forms of shared practice exercised; and the influence of situated power on team learning. The role of leadership is found to be critical in creating the right environment for learning. The implications of the findings for appropriate support initiatives, learning infrastructure and leadership development are discussed in the conclusions.

Sign in / Sign up

Export Citation Format

Share Document