An Analysis of the Relationship between Value Diversity and Project Implementation. A Case of Building Construction Projects in Kajiado County, Kenya, Africa.

The process of implementing building construction projects usually involves teams that are made up of individuals who are diverse in several aspects, which can be classified as either deep-level or surface-level diversity. Diversity in work-values has been seen to influence project performance in different fields. During the financial year 2016/2017, the County Government of Kajiado implemented a total of 50 building construction projects, which were meant to be completed within the financial year, but only 48% of the projects were deemed to be successfully implemented by the end of the period. Several factors have been attributed to the low success rate but none has looked at diversity in values among project team member. This research sought to determine the strength and nature of relationship between project team value diversity and building construction projects implementation process in Kajiado county. A pragmatic paradigm was employed in the research. Data was collected using semi-structure questionnaires from a random sample of 251 respondents while interviews were done on 11 key respondents. Descriptive statistics such as percentages, means and standard deviations as well as inferential statistics like correlation and regression were generated from the quantitative data while qualitative data was thematically analysed. It was established that a moderate positive correlation (r=0.401 ) existed between value diversity and project implementation process. It can therefore be inferred that value diversity positively influences the process of implementation of building construction projects.

The Challenges in Product Design and Development in Project Management towards IR4.0

This paper provides a review about the challenges in product design and development (PDD) in the context of the Industrial Revolution 4.0 (IR 4.0), with a particular focused on the problems that may be encountered by the project management (PM) team in the PDD phase. In recent decades, there has been a large number research, design, and development studies related to IR 4.0, such as synthesizing the applications of Big Data, Internet of things (IoT), Cloud Computing, Cybersecurity, and Artificial Intelligence. The effect of this revolution in technology is changing rapidly with new models and methods of manufacturing that have been proposed for the new future. The pandemic Covid-19 also accelerates the interest in using all kinds of online technology. However, to adapt and achieve the benefits of this revolution, industry players have to encounter several issues related to the PM, especially during the PDD phase. The management challenges discussed in this study were divided into four categories: the project team member selection, team leader selection, identifying potential customers, and design for the environment. In addition, some of the solutions and recommendation has been described using several examples.

Effects of Project Leader Workplace Anxiety on Project Team Member Organizational Citizenship Behavior: A Moderated Mediation Model

This study investigates how and when project leader workplace anxiety influences project team member organizational citizenship behavior (OCB). Drawing from social information processing theory and the dual process model, we propose that project leader workplace anxiety negatively affects project team member OCB via job frustration and career adaptability. We also propose that project team member core self-evaluation moderates these hypothesized relationships. We test our hypotheses using multisource and time-lagged data from a sample of 269 matched project leader-member dyads. Theoretical and practical implications and future research directions are discussed.

HOW GREEN TRANSFORMATIONAL LEADERSHIP INFLUENCES SUSTAINABILITY? MEDIATING EFFECTS OF GREEN CREATIVITY AND GREEN PROCUREMENT

Research on environment management in construction industry is as topic of debate globally. Thus, this study examined how green transformational leadership played for green building sustainability via green creativity and green procurement. We developed an assimilated research model to examine the impact of green transformational leadership, green creativity and green procurement on sustainability in construction industry by accessing resources-based view theory and componential theory of creativity. The sample included from 305 project team member of construction firm in Nepal. Structural equation model (SEM) using SPSS 25.0 and AMOS 24.0 have been applied to find empirical results. The results revealed direct positive effects of green transformational leadership, green creativity and green procurement on sustainability. Green transformational leadership also appeared as predictor of green creativity and green procurement. Moreover, green creativity and green procurement found partial mediators of the relationship between green transformational leadership and sustainability in construction industry. Discussed future research direction along with theoretical implication and practical implication for environment policymakers and researcher attentive in promoting sustainability in construction industry.

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

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

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.

Balancing vertical and horizontal leadership in projects

Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.

Erfaringer med helsemonitorering for KOLS-pasienter

This article analyzes how health monitoring by tablet computer of COPD patients can contribute to safety and coping. The aim is to document and discuss experiences from users and the project team member who is also a nurse, with the use of telecare technology. The study was qualitative, using in-depth interview and short enquetes. Results show that the users increased their understanding of their physical condition and got better control of their illness. Accordingly, they coped better and felt more secure. Their level of activity was hardly affected even though one patient argued that the monitoring helped her adapt the level of activity to her present physical condition. Based on this study, we have, however, no significant indication that health monitoring by the use of tablet computer may reduce hospitalization and readmission rates.

A Preliminary Study on the Learning Perspective at Malaysia's Government Technical Department

A project manager is responsible for the successful project delivery. The project manager needs to effectively manage his team and all resources, in order to ensure the project is completed within the constraint of cost, schedule and quality, and also meeting the client’s satisfaction. Looking at project complexity nowadays, the project manager and project team member are required to acquire new knowledge and develop new skill from time to time. Time is not a privilege as ones handle more than one project at one time. Hence, the objectives of the study are to investigate their perspective towards learning and their perception on organizational support on learning. The study was conducted at a Malaysia’s Government technical department located in Klang Valley. 340 questionnaires were distributed and the rate of responses was about 53%. It was a quantitative approach and the analysis is mainly descriptive. The study demonstrated that all respondents realize the importance of learning and they are motivated to learn. They also perceived that there is organizational support towards learning, thus create a learning culture in the organization. Future studies should be undertaken to address the issue of what is the appropriate learning approach to enhance project management learning.