Effective Project Team Research Articles

Creating high-performing software development teams

With software development (SD) constituting one of the largest portions of corporate capital expenditures, an organization's capability to manage the SD process is a key success factor. Additionally, SD is increasingly an important driver of successful technology-based products as evidenced by the interdependence of software and hardware in telecommunications equipment, computers, medical devices, measurement/monitoring equipment, and industrial controls equipment. Building high-performing SD teams that utilize state-of-the-art development processes increases the likelihood that firms can compete and meet the ever-expanding expectations of stakeholders. We first introduce the generic process models of SD and then address a number of major issues that can arise in the course of building highly effective SD teams. We then identify a number of best practices that can improve SD teams, both in terms of technical and intragroup aspects, and the role that senior management can play in reinforcing effective project team behaviors. Finally, we address the concept of capturing learning from SD project teams and advance several areas for future research.

Examining effective technology project leadership traits and behaviors

Effective project team leadership theory is explored from the perspective of leader traits, skills, roles, and behaviors. Existing leadership traits and behaviors are examined from organization science empirical studies, they are differentiated from management functions, and the gap between extant theory and the project management domain is highlighted through this research. Leadership principles are examined from actual organizational work settings, specifically dynamic projects, with a view to discovering what actually happens as compared with espoused theory. The underlying research question is whether these theories hold up and can be effectively integrated to the project management domain. The significance of leadership behavior differences at the project and organizational levels is grounded on empirical evidence. The reflection of integrated organizational science and project leadership theory using qualitative and quantitative research methods contributes to the body of knowledge by sharing and learning in professional and academic communities of practice. Design/methodology/approach. Contemporary and alternative trait-based leadership theories are discussed, such as task/relationship orientations, emotionality maturity, Leadership Virtual Reality, Level 5 Leader Trait Hierarchy, charisma, emotional maturity, and personality traits are discussed. Multiple theories and typologies such as Managerial Roles, Leadership Roles Model, and Competing Values Framework, as well as the Meta-Category Leadership Taxonomy are explained using models, diagrams, and matrices. Theoretically sampled case studies are analyzed using several typologies to explore leadership behavior and traits across leaders in different projects and organizations. Participant assessments and 360° peer reviews are triangulated with qualitative and quantitative statistical measures to test hypotheses and analyze correlation between leader skills, traits, and behaviors across their projects. Findings and research value. This research identified a gap between extant organizational leadership theory and applied leadership behavior in effective projects. The preliminary results are surprising in a few cases but they generally support the proposition that effective leadership behaviors in any context are partly explained by leader traits, skills, and personality. The most unusual finding was these projects actually show that leadership principles from management science are not universally applicable (observable) in effective and efficient projects – instead the project leaders exhibited self-management theory and applied specific leader behaviors according to the situation. These findings, albeit on a small statistical scale of global significance, are a catalyst for continued and broader reflective leadership research using case study methods and hypotheses replication with these constructs.

Current barriers and possible solutions to effective project team formation and deployment within a large construction organisation

The characteristics of the construction industry present an extremely challenging context for effective human resource management (HRM). The dynamic project-based nature of the industry results in extreme fluctuations in organisations’ workloads and requires teams to form, develop and disband relatively quickly. Thus, the importance of efficient management of employee resourcing activities cannot be understated. This paper reports on the findings of research which explored employee resourcing practices within large UK construction firms. The results suggest that managers currently attempt to carry out some strategic planning with regards to employee resourcing, but that this does not necessarily translate into effective operational practice which simultaneously takes account of organisational, project and individual employee needs. A new approach for more effective employee resourcing decision-making, based on encouraging the involvement of the employees in the deployment process, is put forward as a management tool which informs effective team formation and deployment. However, this will require the acceptance of both decision-support technology and of employee input into what is currently a tacit, management-oriented decision process.

Building Effective Project Teams

Building Effective Project Teams

Pre-project partnering impact on an information system project, project team and project manager

Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.

Project Risk Impact on Software Development Team Performance

Project teams are formed to control the technical challenges and risks in system development. This paper examines the relationship between the various risks of system development and project team performance. The results reveal a significant positive relationship between project team performance and user support and top management support. These findings support the general belief that effective project teams reduce technical risks involved in system development. They also support the concept that success is likely determined by the levels of agreement among users, managers, and information systems (IS) developers. Methods on obtaining user involvement and top management support are recommended.

Australian multi‐unit residential project construction time performance factors

Construction time performance (CTP) factors recently identified in work commissioned by the Construction Industry Institute Australia (CIIA) indicate that project team effectiveness significantly influences CTP. Project complexity also was found to significantly contribute to CTP. However, no residential projects were studied in that survey. This paper reports upon CTP research undertaken into Australian multi‐unit residential construction that fills this theory gap. Results indicate that the construction management (CM) team's effectiveness in managing theconstruction process has a major but not predominant role in influencing CTP. Team communication effectiveness and teamwork factors are also essential factors influencing CTP. Other factors found to affect CTP include: design team's management style; intra‐team working relationships; the degree of experience and expertise for the same type and size of project; procurement method; and the level of the CM team's current workload.

The Role of Top Management in R&D Effectiveness

The role of top management in the R&D units are multifold, ranging from project selection and evaluation to creating a culture of commitment and enthusiasm to achieve results. This study explores the role of top management and assesses the extent to which their support contributes to the project team effectiveness in terms of information creation, capability development, growth and learning opportunities, time compression and overall effectiveness. An analysis of qualitative as well as quantitative data collected from the professionals of the corporate R&D of a large manufacturing company suggests that top management in the R&D set-up plays multiple roles and their commitment or lack of it, has a significant impact on the R&D effectiveness.

Managing diversity in transnational project teams

Discusses the value, workings and effectiveness of international project teams. Proposes a model to enable the creation of an effective team and process. Points out the need to manage diversity, intercultural differences and different nationalities. Uses a case study from Raleigh International to illustrate.

Action research in mental health: acute care teams

Action research applies knowledge and research findings to practical problems in order to strengthen the capability of the work unit, to contribute to the personal growth and satisfaction of organization members, and to improve theory. An action research project studying acute care teams at a state residential psychiatric facility found that foreign-born physicians chair high-performing teams. This unexpected result strengthens theories of diversity, status inconsistency, and project team effectiveness.

R&D project termination decisions: Processes, communication, and personnel changes

The decision to terminate a project can demoralize project managers and team members, and increase concerns about job security. For these reasons, managers tend to delay project termination decisions. However, delaying project termination diverts scarce R&D resources from higher potential projects. Ramaiya Balachandra, Klaus K. Brockhoff, and Alan W. Pearson describe the results of a study that explores the manner in which managers inform staff of the decision to terminate or continue a project. Survey respondents are the highest ranking R&D managers in 78 large German, British, and U.S. companies. Respondents were asked to describe the procedures they use for monitoring R&D projects and deciding whether to continue a project. Underlying this research is the belief that more effective management of these processes can improve project team effectiveness, employee relations, and morale. All survey respondents use project monitoring procedures. Most use formal procedures, often supplemented with informal procedures. More than one person usually monitors projects. Project managers, their immediate superiors, and project staff typically have these responsibilities, but respondents also indicate that marketing managers often monitor projects. Compared to U.S. companies, European firms typically involve fewer people in project monitoring. U.S. firms involve more non-R&D personnel in these tasks. Most firms focus on monitoring such variables as time, technical success, and probability of technical success. Staff motivation is the least used monitoring variable. Cost control was mentioned more frequently by German respondents than by respondents from other countries. Decisions regarding the fate of a project usually come from individuals not directly involved with the project. Termination decisions are typically communicated in writing; no respondents use staff meetings to relate such decisions. Following the decision to terminate a project, management faces the difficult task of finding suitable jobs for project team members. Rather than assign an entire team to a new project, management typically disbands a team and assigns its members to other teams. The inherently uneven progress of R&D projects complicates these scheduling problems, and thus compounds the career uncertainty caused by project termination decisions.

R&D Project Termination Decisions: Processes, Communication, and Personnel Changes

The decision to terminate a project can demoralize project managers and team members, and increase concerns about job security. For these reasons, managers tend to delay project termination decisions. However, delaying project termination diverts scarce R&D resources from higher potential projects.Ramaiya Balachandra, Klaus K. Brockhoff, and Alan W. Pearson describe the results of a study that explores the manner in which managers inform staff of the decision to terminate or continue a project. Survey respondents are the highest ranking R&D managers in 78 large German, British, and U.S. companies. Respondents were asked to describe the procedures they use for monitoring R&D projects and deciding whether to continue a project. Underlying this research is the belief that more effective management of these processes can improve project team effectiveness, employee relations, and morale.All survey respondents use project monitoring procedures. Most use formal procedures, often supplemented with informal procedures. More than one person usually monitors projects. Project managers, their immediate superiors, and project staff typically have these responsibilities, but respondents also indicate that marketing managers often monitor projects. Compared to U.S. companies, European firms typically involve fewer people in project monitoring. U.S. firms involve more non‐R&D personnel in these tasks.Most firms focus on monitoring such variables as time, technical success, and probability of technical success. Staff motivation is the least used monitoring variable. Cost control was mentioned more frequently by German respondents than by respondents from other countries. Decisions regarding the fate of a project usually come from individuals not directly involved with the project.Termination decisions are typically communicated in writing; no respondents use staff meetings to relate such decisions. Following the decision to terminate a project, management faces the difficult task of finding suitable jobs for project team members. Rather than assign an entire team to a new project, management typically disbands a team and assigns its members to other teams. The inherently uneven progress of R&D projects complicates these scheduling problems, and thus compounds the career uncertainty caused by project termination decisions.

Waking a sleeping giant-the planning for success of a large project process at a large urban teaching hospital

The early planning of a project organization and process is critical to the eventual success of a large, complex project. Beth Israel Medical Center, a 1180 bed teaching hospital in New York City, embarked in 1991 on a plan to implement clinical information computer systems throughout its facilities. This project is described. The project manager considered the unique cultural and organizational aspects of Beth Israel in order to develop a strategy for the project. Strategy objectives included promoting broad educational awareness, establishing quick project momentum and visibility, gaining the approval of a competing organizational department, and developing a productive and effective project team. The start-up phase of any project can make or break the project. If one does not set the correct tone and build the correct organization, one can easily doom the project before it has ever had a chance to develop.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Project performance and the liability of group harmony

There have been numerous debates about the proper makeup and behavior of effective project teams, and the literature is contradictory with regard to this issue. In the present study, 44 members of 14 project teams who worked on the same complex computer-simulated project were observed. A survey administered four times during the life of the project revealed that initial ratings of group attributes were good predictors of later success. Teams which ultimately performed well began the project with lower opinions of their respective groups than did teams which ultimately did not perform well. Peer ratings of individual members' contributions were generally lowest in the high-performing teams. Additionally, technical expertise appears to have been valued more highly in the high-performing groups than in low-performing groups. These results suggest that project teams which begin with harmonious interpersonal relations may not perform as well as those which experience early disharmonics. The managerial implications of these results are discussed in relation to the literature on groups, with special attention to 'groupthink' theories.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Building Effective Project Teams

Most IS managers know that managing a project to its successful completion is not an easy task. Conflicts among team members often delay a project's schedule and can ruin the team's morale. Although most managers usually follow the traditional, authoritative style of management to control their team members, this style is no longer considered as effective as the more contemporary, collaborative approach. This article describes how IS managers can manage their projects more effectively by creating collaborative project teams.

Some insights and experiences in teaching team project courses

A large amount of software development is performed by teams of individuals. To prepare students for these team efforts, many universities are beginning to offer computer science courses in which a software development team project is undertaken. The performance of these teams may be affected by many complex factors. This paper will describe some of our experiences from teaching several different types of project team courses. Factors which affect project team effectiveness will also be discussed.

Training Site Teams in the Civil Engineering Industry

Outside its Head Office a Civil Engineering Company has a collection of transitory organisations, large and small, each created to complete a particular construction project. These teams must operate efficiently for about two years until the contract is complete and the team can be disbanded. So Civil Engineering companies must be able to create and maintain effective project teams. This involves: