Control of project data and team satisfaction as results of PMO effort in new product development projects

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

Subgroup Formation in Diverse Virtual Teams: The Moderating Role of Identity Leadership

Background: As today’s organizations are becoming increasingly globalized and adding the impetus to a more remote form of working due to the present COVID-19 pandemic, new ways of collaboration—like virtual teams—have gained importance. In the present study, we aim to investigate how virtual team outcomes are linked to perceived diversity and subgroup formation and attempt to gain some initial insight into the role of the social identity approach to leadership in virtual teams.Method: In the present cross-sectional study, a total of 102 virtual team members participated in an online survey measuring perceived diversity, identity leadership, subgroup formation, perceived performance, and team satisfaction, to examine the factors moderating the relationship between perceived diversity and subgroup formation as well as between perceived diversity and team performance and satisfaction.Results: Moderation analysis revealed that perceived diversity had a negative influence on performance ratings when subgroups were highly perceived to be present, but not if subgroup formation was rated as low. The relationship between perceived diversity and team satisfaction was not moderated by perceived subgroup formation. Furthermore, identity leadership was found to be positively related to team satisfaction and perceived performance, while subjective diversity was negatively associated with both team outcomes. Identity leadership moderated the relationship between perceived diversity and subgroup formation, in that high levels of identity leadership weakened the positive relationship.Conclusion: This study provides first evidence to the importance of the team leader’s role as a manager of a shared social identity in virtual teams where perceived differences can lead to subgroup splits, as identity leaders may hinder the emergence of subgroups in virtual teams.

Managing Team Conscientiousness Diversity: The Role of Leader Emotion-Regulation Knowledge

Team members may vary in the degree to which they are self-motivating, diligent, and organized, but effects of such conscientiousness diversity are poorly understood. We propose that conscientiousness diversity effects depend on the team leader’s knowledge about managing negative affective responses—that is emotion regulation knowledge. Data of two time-lagged team studies show that for teams with leaders with lower emotion-regulation knowledge, conscientiousness diversity was negatively associated with team satisfaction (Study 1 and 2), team cohesion and information elaboration (Study 2), which in turn influenced team performance (Study 2). These negative relationships reversed in teams with leaders with higher emotion-regulation knowledge.

Impact of the Project Manager's Leadership Type on the Level of IT Team Satisfaction in the Public and Private Sectors

The article is devoted to the problem of the project manager's leadership type influence on teams’ satisfaction in the IT sector in the public and private sectors. The study conducted a literature analysis; survey of employees of public and private companies, which were project teams members and were engaged in the IT field. Using statistical methods, a model of project managers’ leadership type influence on the level team satisfaction of the team was built and recommendations on increasing the level of employees’ satisfaction were given.

The Contribution of the Knowledge Areas to Project Success

An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.

A quality improvement project to improve handover in the integrated assessment liaison team

BackgroundEfficient handovers are integral to patient care. Challenges to handover for liaison psychiatry included high patient and staff turnover and varied handover approaches across the multidisciplinary team (MDT).MethodMDT focus groups and questionnaires explored change ideas. PDSA cycles were used to design a structured handover.We aimed to:Reduce handover time to 30 minutes.Improve communication using the SBAR tool.Implement a multidisciplinary teaching schedule in the time saved.Daily measures:Handover timingTeam Satisfaction (Individuals ranked handover as ‘good’, ‘average’, or ‘poor’)Weekly measures:Semi-qualitative questionnaires triangulated areas for improvement.Emails, posters and team meetings provided team feedback regarding QI progress.ResultA structured twice-daily handover format incorporating SBAR, allocated handover coordinators and documentation was created. Weekly MDT teaching sessions were developed.Over 4 weeks, ‘good’ handover ratings increased from 22% to 65%; ‘poor’ ratings decreased from 25% to 8%. Mean handover time decreased from 37 minutes to 28.5.The team viewed SBAR as a positive efficiency-promoting tool. MDT teaching improved team communication and confidence. Documentation is an area to improve.ConclusionStructured handover has promoted efficiency and effective information-sharing amongst the liaison psychiatry team.Interdisciplinary teaching can promote inclusive team feeling and encourage confidence across the MDT.

Theoretical basis of organization of nursing in maternal aid service of Kazakhstan

The aim of the study is to analyze the peculiarities of the organization of nursing practice in the Regional Perinatal Center SE on REM with the determination of the prospects for its development in the future. Results: an assessment of the satisfaction of nursing staff with work and the team, satisfaction of patients with the provision of medical care was carried out, the prospects for the development of the nursing service of the perinatal center were formulated. Conclusion: The nursing staff of the perinatal center pays great attention to the acquisition by a woman of practical skills in caring for a newborn, hygiene of the postpartum period. Nursing staff play a pivotal role in the obstetric organization in achieving strategic objectives.