Distributed Project Teams Research Articles

Information and Communication Tools for Effective Functioning of Distributed Project Teams

The paper analyzes the key aspects of the use of Agile methodologies by distributed project teams in the IT industry with an emphasis on the integration of information and communication systems for effective work in dynamic environments. The challenges faced by the virtual IT industry in the context of the COVID pandemic, the large-scale invasion of Russia, which generated radical changes in the approaches to the management of project teams, have been considered. The considerable attention is paid to the role of video conferencing and other digital tools, which have become basic in ensuring uninterrupted work and effective interaction in distributed project teams, during global crises. An analysis of the main stack of information and communication technologies in distributed project environments indicates the widespread use of such platforms as Zoom, Microsoft Teams, Google Meet, Skype, Slack, Trello, Jira, and others to ensure flexibility, adaptability and high productivity of teams. The importance of synergy between the Agile methodology and its derivatives and digital tools is highlighted, demonstrating how it helps distributed IT project teams to adapt to changes, ensure high quality software development and foster effective communities of like-minded people. The paper provides information on the use of Agile methodology in 2023, which indicates the growth in the number of distributed project teams and captures the key factors for their successful functioning. It focuses on the importance of the integration processes of modern information and communication technologies and adaptive management practices in the dynamic world of IT projects, making a valuable contribution to the understanding of how distributed project teams can maintain a high level of productivity and efficiency, overcoming systemic obstacles and challenges that are formed in poorly predicted project environments.

Distributed teams: challenges and opportunities

A geographically dispersed workforce poses new challenges for managers, which shift the focus from project management to managing distributed project teams. Adapting the company and its management to this evolution in the workplace, it is necessary to create an environment in which remote team members interact productively. Distributed work requires operational flexibility from companies, which is characterised by greater susceptibility to changes in their markets, to new emerging customer requirements and new competitive threats. The article is devoted to the identification of factors contributing to the transition of companies to the distributed workforce, the advantages of this type of work, and the difficulties that companies will face.

DISTRIBUTED PROJECT TEAM MEMBERS' SOFT SKILLS ASSESSMENT

Today, people are suddenly forced to interact remotely due to the pandemic, while companies around the world are beginning to accept the fact that teams don't really have to work in offices to get the expected results. That is why distributed teams are increasingly becoming the norm in various industries, delivering results, and saving corporate resources. At the same time, new realities have not only changed the way companies work but also changed people's thinking to adapt to working in distributed teams. Especially now, the knowledge and skills of employees are intellectual capital for companies, which is fast becoming a new icon of the economic value of the company. Due to this fact, project workers, those who want to succeed in the new business environment, should learn to work effectively in distributed teams. This will require strengthening soft skills such as leadership, commitment, etc. The article considers the economic and social preconditions for distributed project teams trend formation. The literature on the topic of the distributed team’s efficiency was analysed. Thus, one of the factors influencing the team work efficiency related to the soft skills maturity level among distributed project team members was distinguished. The unified list of soft skills based on world experience is determined. The current state and main trends in the work of project teams are studied, based on which the methodological tools for assessing the maturity level of the project team’s soft skills by project managers at the enterprise were proposed. The levels of soft skills maturity, as well as assessment parameters of each of soft skills, are revealed. The practice of applying the unified soft skills list on the example of a distributed team in the Ukrainian company was evaluated, based on which conclusions about the possibility of its use were made.

Types and terminology of remote project teams

Purpose – to develop project management terminology.
 Findings. This study indicates thе significant changes that occurred in working conditions in the last centuries that led to the new models' formation of employee interaction at enterprises, especially remotely, such as distributed, virtual, and dispersed project teams. Clarification of the terminology of project management indicates the meaning of the term "distributed team". This paper separated the term from several related concepts and demonstrated the benefits of integrating distributed project teams within an enterprise.
 Originality/Value. Paper analyzes the term, features and differences of the distributed project team from other types of remote teams. Practical implications. The terminology of remote project team can beused by project managers from a theoretical point of view.
 Research limitations/Future research. Future research can focus on the way to manage a distributed project team effectively.
 Paper type – theoretical.

Digitalization of a Lean Product Development Organization

In manufacturing, lean strategies are already widely distributed and have been research topic for years. However, the transfer of lean strategies to administrative areas is current research area. Some companies already implemented lean strategies in engineering departments. But since product development is performed more and more in globally distributed project teams, analogous processes don’t work any longer. It becomes necessary to digitize the lean product development approaches. This paper gives a brief overview of the current state of research in the fields of lean management, distributed teams and digitalization. A short overview of existing project management software is given and the gap for the implementation of digital Lean Product Development (dLPD) is described. The last section shows the experience from the authors own projects and studies and explains a first orientation towards the implementation of dLPD and outlines the need for further research.

An Ability of WhatsApp Usage in Industrialised Building System (IBS) Construction Project

In this article, we discuss about WhatsApp application practise around project managers in managing IBS construction projects. The WhatsApp application offera great advantages, especially in collecting, managing information and data in a timely manner. Previous study highlighted effective communication become as a bridge between practitioners to share a knowledge, information and integration. Unfortunately, there is still a lack of empirical studies on how efficiencies of WhatsApp application overcome the communication barriers while managing distributed project teams on construction project. Thus this study seeks to explore communication performance perceived through WhatsApp application. The semi-structured interview methodology was used to gain in-depth knowledge from several project managers who have experiences in managing construction projects virtually through WhatsApp application. The finding from this study revealed that WhatsApp application has become an effective communication channel to overcome the barriers of communication while managing distributed teams and allowing timely information sharing.

The bright side of social categorization

PurposeUsing social categorization perspective, the purpose of this paper is to explore the effect of global identity, perceived proximity, and team interdependence on relational conflict in multicultural distributed teams.Design/methodology/approachParticipants were 317 MBA students in 83 multicultural distributed project teams. Structural equation modeling and bootstrap methods were used to test the study model.FindingsThe results demonstrate that the indirect effect of global identity on relational conflict, through the pathway of perceived proximity, is moderated by team interdependence. More specifically, global identity leads to higher perceived proximity and lower relational conflict levels under low, rather than high, interdependence levels.Research limitations/implicationsThe particular study context (multicultural distributed MBA student project teams) may limit the extent of the generalization of the findings.Practical implicationsThe findings presented here can help practitioners in global organizations to defuse relational conflicts in multicultural distributed teams by embracing a global cultural approach and relying on shared global identity in team building, personnel selection, and development. Additionally, managers should be conscientious when they use the practice of facilitating interdependence between team members and assess the need for other interventions.Originality/valueThis study advances multicultural distributed team research by highlighting the role of global identity in reducing relational conflict, identifying the mediation mechanism of perceived proximity, and the boundary conditions of team interdependence levels under which this attenuation effect prevails.

Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams

This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.

Cross-Cultural Management Learning Through Innovative Pedagogy: An Exploratory Study of Globally Distributed Student Teams

This article presents an innovative pedagogy based on student participation in globally distributed project teams. The study questions the link between student learning of intercultural competence and this global teaming experience. Data was collected on 115 students participating in 22 virtual intercultural teams. Results reveal that students learned from the teaming experience, especially those who had more prior international experience. This study contributes to the development of the body of knowledge in innovative and collaborative pedagogy of global student teams and provides an analysis of the impact of the teaming experience on student learning as well as providing some insights on international and collaborative course design.

Case study on risk management practice in large offshore‐outsourced Agile software projects

Information systems, offshoring and outsourcing have resulted in significant changes to software engineering practices. In this study, the authors explore industry practices in risk management in a large offshore-outsourced Agile Scrum software development project. The project consisted of distributed teams from two different IT vendors. Agile method is suitable for small and collocated teams, where the team members have high level of knowledge and commitment. In this study, the authors explore the challenges to Agile culture and practices posed by offshore-outsourced business model (where project ownership is shared, and business knowledge of the development team is limited), distributed project teams and large team size characteristic of offshore projects. In this study, it was further examined how these challenges were managed; and how the best practices can be used to improved performance in the context of offshore-outsourced Agile projects in general.

Implementing New Project Delivery Strategies: Development of a Web-Based Multimedia Tool to Support Owner Project Team Training

For large public organizations, implementing a new project delivery strategy for architecture, engineering, and construction (AEC) services requires significant organizational change. A key challenge is how to address the specific needs of multiple individual AEC projects while maintaining organization-wide consistency. Numerous barriers exist to hinder successful implementation, and the delivery of training content to various stakeholder interests must address role-specific modifications to work processes. The Delphi method is employed to develop the framework for delivering organizational training through the utilization of information and communication technologies (ICT) to create a centralized process training tool that can be accessed by multiple distributed AEC project teams. Key aspects of the tool are presented, as well as feedback from experts in the implementation of value-based project delivery regarding the tool’s effectiveness in distributing training content, minimizing key technical barriers to change, and optimizing the allocation of training resources between project- and organizational-level aspects of implementation. Application of the tool within a project delivery change effort was demonstrated to reduce the in-person training requirements needed for project teams to accomplish work tasks. The framework for an ICT-based process training tool is a key contribution of this research and may be considered by industry practitioners.

Information and Communication Technologies – Creating Oneness in Globally Distributed IT Project Teams

Abstract Information and communication technologies (ICT) are indispensable to globally distributed projects. ICT enables communication among geographically dispersed project teams and positively impacts project team efficiency. Furthermore, information and communications media help to create and maintain trust within geographically distributed units. These factors are particularly significant for creating a bond between project team members and establishing a sense of team unity. Since communications tools and methods develop at a fast pace, the author attempts to investigate the current trend toward ICT in modern global IT projects and their impact on creating this feeling of oneness in geographically distributed projects. The contribution of this research to the field is twofold. First, it fills the gap in prior literature on the impact of ICT on the performance of globally distributed project teams and their unity. Secondly, it increases project practitioners’ awareness of the importance of striving for oneness in spite of the geographical distance that exists between project team members.

How organizations support distributed project teams

PurposeWork in distributed project teams is always a challenge for organizations. Many researchers have studies different aspects of distributed project teams, as witnessed by the impressive number of papers published in the last decade. However, it appears that the dimensions related to organizational support have still not received much attention in empirical studies. This study investigates the dimensions of organizational support in distributed project teams that contribute most to the quality of the decision‐making process and teamwork effectiveness in distributed project teams.Design/methodology/approachThe initial intent of this research was to test a theoretical model on the basis of data from the field, namely real‐life situations. A two‐step approach (qualitative and quantitative method) was used. The research model was tested in a sample of experienced project managers on distributed project teams.FindingsThe results suggest that strategic staffing and training and tools provided to team members have a positive impact on the quality of decision making and teamwork effectiveness. Team autonomy is more salient and influential in fostering decision quality in a highly culturally diverse context. Our findings also re‐confirm the link between the quality of decision making and team effectiveness. Thus, teams are perceived as vehicles for identifying and integrating various individual viewpoints and combining knowledge.Practical implicationsThis study underscores the importance of selecting practices that enhance the recognition of team members’ contributions in the context of distributed project teams. It is now clear that managers cannot treat these distributed project teams in the same way as conventional teams. Several intervention and support methods are possible. This research contributes to identifying which of them are the most appropriate in this context.Originality/valueThis study contributes to research on distributed project teams and on organizational support theory. It highlights the importance of understanding the processes or dimensions underlying the consequences of perceived organizational support. It bolsters the need to select practices that enhance the recognition of team members’ contributions and treat them favourably in the context of distributed project teams.

"Hyper-connectivity: How Choice, Response Norms and Technology Do (and Don’t) Matter"

Hyper-connectivity is a state of stimulus overload associated with near-constant contact with others at work. While the Internet has long provided volumes of information, mobile technologies, such as smartphones, and increasingly ubiquitous electronic networks have led to hyper-connectivity being commonly reported as a challenge for organizational work life. Technology is often blamed for the rise in dysfunctional (e.g., obsessive, self-defeating and socially alienating) communication patterns associated with hyper-connectivity. Simultaneously, social expectations have escalated around the use of connective technologies, leading to what has been called a ‘cult of availability’ (Perlow, 2012), based on normative pressures to be available for contact any place/any time. In a sample of 400 members of 59 distributed project teams, we discover that, while normative pressures to respond within 24 hours did increase hyper-connectivity, the ability to choose when and how much to connect (agency) strongly mitigates against hyper-connectivity. An important, unexpected finding was that, rather than technology aggravating hyper-connectivity, high-quality, reliable technologies positively contribute to agency and thereby indirectly counter hyper-connectivity. This suggests that rather than being a part of the problem, better tools may be part of the solution to hyper-connectivity.

Propinquity in global software engineering: examining perceived distance in globally distributed project teams

SUMMARYIn social psychology, propinquity refers to the physical (objective) or psychological (subjective) proximity between people. In this paper, we explore the psychological dimension of propinquity by examining the phenomenon of feeling distant from geographically distributed people, in the context of distributed software teams. The perceived distance is an important challenge faced by distributed teams, and it is frequently based on factors beyond the physical distance, such as communication and cultural differences. The purpose of this paper is to present a model to assess and make more visible the construct of ‘perceived distance’ among members of global software engineering teams. The model was applied in three real‐world cases to assess its effectiveness in uncovering hidden and useful information during the project lifecycle. The practical experience lived with the quantification of perceived distance gave us good indication that this data can benefit the practice of global software engineering. In most of the projects evaluated, project managers were not expecting the results found. We present the model, details of its applications, analysis of the results, lessons learned and practical implications for the management of distributed software projects and teams. Copyright © 2010 John Wiley & Sons, Ltd.

Cross Cultural Management: Hybridization of Dutch – Indian Work Practices in Geographically Distributed IT Projects

Business anthropologists can play an important role in the debate on cross cultural management. Unfortunately, studies on cross-cultural management are dominated by cultural value models, such as those described by Hofstede (1980), Adler (1986), Hall (1976) and Trompenaars (1993). These single and multiple dimensional models have narrowed the debate on cross-cultural management. To move away from these cultural values studies and open up new directions of cross-cultural research this paper focuses on the question of which collaborative practices emerge in the interface of Western and Indian branches of four Multinational IT Service Providers (MITSP); IBM, Accenture, Atos Origin and Philips. As a consequence of Global Sourcing strategies, front and back office employees in MITSP’s are now collaborating in geographically distributed project teams in the development and maintenance of client software. The in-depth case study was executed in the Netherlands and in India in the period of 2005 to 2007. The findings suggest that all companies formally strive for synergy but in the daily cooperation between the project teams power struggles and ethnocentric strategies dominate. The new cultural practices that emerge are a reflection of these power struggles between the Dutch and Indian project teams.

Interprofessional Learning: Reasons, Judgement, and Action

This article makes a number of interconnected arguments. First, spatially and temporally distributed project teams constitute a new form of interprofessional work and, as a corollary, a new site for interprofessional learning. Second, researchers in cultural-historical activity theory have generated some concepts and methods, for example, “placeless organisations” (Nardi); “object of activity” (Leont'ev); “knotworking” (Engeström) and “relational agency” (Edwards) that can be used to analyse this new form of working and learning. Third, that when these concepts and methods are supplemented by Guile's (2010) “mediated expressions of learning,” it is possible to provide a new conceptual framework to analyse the interplay between interprofessional working and learning. Finally, that this new framework enables researchers to shed light on the mediated relation between reasons, judgement, and action in interprofessional activity. This article explores this claim through an analysis of a critical incident that occurred in an interprofessional team working in the Creative and Cultural Sector in the United Kingdom.

Supplier Involved Collaborative Project Management in Complex Product Development

In Complex Product Development (CPD) project, enterprises gather suppliers distributed in time, space under the thought of lean product development. However, increasing number of globally distributed project teams bring with great challenges for virtual projects to arrive at high levels of collaboration. This paper presents a Collaborative Project Management (CPM) framework that aims at improving suppliers’ integration in the process of project management by enhancing collaboration among a multi-tier supplier network. Related concepts, implementation steps and supporting tools in this framework are introduced. Finally, a prototype system was developed to provide enterprise an interface to collaborate with supplier network.

Book Review: Understanding Decision Making within Distributed Project Teams

Book Review: Understanding Decision Making within Distributed Project Teams

Protocol for Working in Diverse and Distributed Project Teams

Protocol for Working in Diverse and Distributed Project Teams