Project Management Team Research Articles

Optimizing Construction Project Team Management: Identifying Team Development Strategies and Techniques

This qualitative research investigation explores the intersection of team development with team management, specifically within the construction industry context. Qualitative data was meticulously gathered through in-depth interviews with nine highly experienced construction project managers and team members. Employing a qualitative approach, we rigorously applied content analysis to scrutinize the amassed data, centering on the core inquiry: 'What precise strategies and techniques of team development are indispensable for effectively overseeing construction teams?' The principal objectives were dual-fold: firstly, to elucidate the nuanced interplay between team development and team management, and secondly, to outline and underscore the critical strategies essential for fostering effective team development within construction projects. Subsequently, the research unearthed three foundational factors pivotal in facilitating and optimizing effective team development, each underscored by its corresponding techniques. These factors encompass the empowerment of team members, strategic delegation coupled with robust support mechanisms, fostering an environment conducive to building effective teamwork and collaboration and fostering continuous personal development within the team context.This comprehensive study delivers invaluable insights into the intrinsic correlation between team development and successful management of construction teams, identifying pivotal strategies and techniques to augment overall productivity, team cohesion, and operational efficiency within construction team dynamics. These findings present a valuable guide for enhancing the efficacy of construction team management practices, thereby contributing significantly to the field.Keywords: coaching, content analysis, debriefing, qualitative study, skills development, team development, team intervention, team management, teamwork, training.

A Mediation Model of the Usability and Intergroup Relation for Online Project Management Community Effectiveness with Microsoft Teams

Effective international project team development and management is a crucial aspect of project management that directly influences the performance and satisfaction of team members. As reductions in travel and physical mobility are prioritized for sustainability efforts, especially after the COVID-19 pandemic, it is of paramount importance to identify and share effective innovative remote, online project management practices. The purpose of this study is to address the scarcity of related research and investigate the impact of Microsoft (MS) Teams usability on team management effectiveness as mediated by intergroup relation. The population of this study includes university personnel that have participated in the Erasmus+ project Benefit, with a sample size of 52 respondents. The data was analyzed using SmartPLS 4.0. The findings revealed that the usability of MS Teams had a direct, positive, and substantial influence on intergroup interactions and team performance. Further intergroup relations have a direct and significant impact on team effectiveness. The findings of the mediation study indicated that the association between MS Teams usability and team effectiveness is partially mediated by intergroup interactions.

Distributed Team Working - Approaches for DiSSCo

As a highly decentralised research infrastructure, the Distributed System of Scientific Collections (DiSSCo) will need to develop cross-institutional teams, adopting work practices where individual staff are intensively working collectively on common tasks in a distributed environment. These flexible and distributed working practices will be essential to the delivery of the research infrastructure across a wide range of delivery partners and a geographically dispersed set of scarce resources and skills, particularly in more technical roles. Since work to consider secondment and distributed working in DiSSCo was first envisaged, there has been a step change in distributed working owing to the Covid-19 pandemic and lockdowns or other restrictions to where work could take place. This report examines distributed team working practices and how they have changed, through interviews with a range of key roles across DiSSCo Prepare institutions. It briefly examines key project management and technical team delivery techniques. It documents how some of these approaches have been piloted within DiSSCo Prepare for the development, testing and delivery of DiSSCo Policy and Digital Maturity tools. Finally, bringing this together with previous work on secondment policies and practices for DiSSCo, we make recommendations about how secondment and distributed team working can be approached to enhance DiSSCo capabilities and the likelihood of successful implementation of the research infrastructure.

PROJECT TEAM MANAGEMENT MODEL UNDER RISK CONDITIONS

The paper examines the state of the problem of the influence of risks on the project team's work process. The processes of the team's work during the implementation of the project sprint are defined. The authors identified risk factors that affect the effectiveness of the project team. An analysis of modern approaches was carried out and three directions were identified, which represent the research of project team management processes under conditions of risk. A comprehensive reference model of project team management under risk conditions is proposed in the form of a framework. It reflects the interrelationship of four models: the project team behavior model, the model for assessing the quality of the formation of sprint tasks, the model for determining the distribution of tasks in the project team, and the model for the formation of recommendations. The project team evaluates the text description of the task, obtained from the information system, using the sprint task formation quality assessment model. Natural language processing methods are used to create a model for evaluating the quality of forming sprint tasks, which combine the method of processing text information and the method of learning based on precedents, which allows taking into account the previous experience of the team and its behavior. The project team behavior model allows taking into account the risks of irrational work organization during the sprint. The behavior of the project team is analyzed using Process Mining methods. The case representation model allows the project team to store and reuse knowledge and experience based on simulation modeling and reinforcement learning approaches. It allows the team to determine and evaluate possible options for the distribution of tasks and resources in the team in accordance with the reduction of possible risks. The central element of the proposed framework is the model of recommendations used in decision-making. It provides the project team with the necessary information for effective decision-making in terms of risks in project management. The proposed framework provides an opportunity to reduce the impact of the risks of non-fulfillment of project tasks during the sprint. Further studies of the task of managing the project team under conditions of risk should be directed to the development of specified models of the proposed framework

Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model

PurposeShared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.Design/methodology/approachA multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.FindingsThe findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.Practical implicationsThese findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.Originality/valueThis study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

Lean System-Based Tool for Housing Projects Management in the Pandemic Period

This research describes a detailed analysis of the enactment of a lean Tool, the Last Planner System during pandemic period which helps in optimizing resources for better coordination among all stakeholders in a pandemic period. The LPS, as it is known, focusses on minimizing factors such as uncertainties, barriers, and variability to make construction projects more flexible for better project management. These include variations and deviations, supervision, delays in approvals, change resistance, and subcontractor dedication, which are all related to various stakeholders in the project. Following that, a Design Science Research technique is used to evaluate the effect of applying the LPS in buildings to address and achieve the objective of reducing the impact of setbacks created by the stakeholders such as architects, consultants, clients, project management team, etc., during the implementation of the LPS during any pandemic so as not to reduce the progress of execution. An action strategy is being used to attain this goal, and four case studies are documented which concern the implementation of the LPS in the building of the Boy’s Hostel, Research Scholar Quarters, Faculty Housing, and Girls’ Hostel at Chennai, Tamilnadu, India. Data was gathered by observation of site activities, interviews, documentation analysis, and a questionnaire survey and grouped into various factors. While adopting the LPS tool in research, the factors affecting the implementation in the COVID-19 pandemic period were found. Further, these factors were analysed, measured, ranked, and validated for adopting in projects.

Discussion on Methods and Measures of Road and Bridge Construction Project Management

In the process of domestic economic construction, various road and bridge engineering projects have started construction, which is of great significance for the development of the domestic economy and is also the key to the national economy and people's livelihood. Therefore, it is necessary to pay attention to the construction and management of bridge projects. This article discusses the significance and importance of project management in road and bridge engineering construction, and explores its project management strategies. In recent years, the construction scope of road and bridge projects in many regions of China has expanded, putting forward more and higher requirements for road and bridge project management. This article explores the management methods and strategies for road and bridge construction projects, aiming to enhance project management efforts and strengthen project construction quality. This article combines its own construction experience and determines the importance of road and bridge project construction management based on reference method and case analysis method. From construction practice, it can be concluded that in the new era of road and bridge construction, it is necessary to focus on implementing the project manager responsibility system and strengthening the construction of project management teams. Properly manage materials and labor, reasonably apply mechanical equipment, formulate a comprehensive personnel reward and punishment system, summarize construction management experience, improve various project management systems, select targeted management methods, and improve the effectiveness of project construction.

Application of onboarding in product IT project team management

Application of onboarding in product IT project team management

Development of a management tool to prevent emotional burnout in project teams

The article studies the phenomenon of emotional burnout in the framework of project team management. The authors of the article have considered the concept of emotional burnout, identified the causes of stress among project team members during project implementation and concluded that probability of emotional burnout syndrome can be reduced due to effective selection of project team by manager and balanced distribution of responsibilities among team members. As a solution for project managers, the authors have considered a “functional map” tool. A comparison of the functional map and a job description has been made in order to visualize distinctive features of the functional map. Based on the tool’s advantages and disadvantages analysis, the authors have proposed innovations to minimize probability of burnout syndrome among project team members. In conclusion, the authors have given their recommendations to project managers on controlling emotional burnout in project teams.

The Relation Between Risk and Portfolios Risk Management Project Portfolios

Project Portfolio Management (PPM) is a subsidiary of project management. It is used to control and coordinate the projects in various organizations' portfolios with clear objectives of maximizing the project results, balancing portfolio threats, and aligning the projects to meet the business's strategic aims. In many organizations, PPM is ranked on a higher level than the project management concept because the goal of PPM is to achieve the strategic objectives of an organization. However, risks typically arise during project implementation and management. The project managers constantly work to minimize the project risks while simultaneously maximizing the intended values of a given project. The project management teams should manage the risks while achieving the strategic goals and objectives of an organization. This paper discusses the relationship between PPM and risk management during the project implementation process. The paper explored the use of a systematic literature review to come up with these critical findings. The author recommends that there's a need to use empirical data to validate the existing theories and published literature findings. The project Portfolio Risk Management (PPRM) has practical and theoretical approaches in risk management (RM), decision theory, and modern portfolio theory. The use of a systematic literature review approach was used in the execution of this study to gain more insights into the influence of risks on project portfolio and success, identification of the project portfolio risks, and the management of risks in the project portfolio management context.

Project-based practices for promoting a sustainability transition in a city organization and its urban context

Projects have become vital in initiating urban sustainability changes. In this study, we address the research gap regarding the dual role of a project in advancing change in public organizations and helping them to adopt roles in initiating and steering urban sustainability transitions. From a practice-theory perspective, we present longitudinal participatory action research on the activities of a project management team in a city organization. Our results show how praxes of a project team without hierarchical authoritative power to give orders or delegate change-related activities in the host organization create organization-level outcomes in the city's organization and urban living lab contexts amongst external stakeholders. We contribute to project management studies by increasing the understanding of how short-term project activities foster long-term strategic changes in siloed and departmentalized host organizations while at the same time creating outcomes in the external urban living lab context. This provides novel insights into the evolving intermediary roles of projects that support city organizations in acting as leaders in urban sustainability transitions.

A Study on the Impact of Team Interdependence on Cooperative Performance in Public–Private Partnership Projects: The Moderating Effect of Government Equity Participation

Sustainable collaboration among teams drives sustainable public–private partnership (PPP) projects, and the interactions, perceptions, and behaviors of project teams with ad hoc decision-making power critically impact collaborative performance in PPP contexts. While the role relationships between subjective interdependence, collective behaviors, team processes, and performance in PPP project teams are yet to be clarified, further validation is needed to embed this logic in project management. This study aims to clarify the role relationships among the four variables of team interdependence, team interaction, team performance, and government participation. Through an empirical investigation of the data of 367 samples of PPP project teams and data analysis by SPSS 26.0 and Amos 23.0, it is found that team interdependence (task interdependence, result interdependence) has a significant positive effect on cooperative performance, and team interaction plays a mediating role in this process. Compared with enterprises with low government share, team interdependence with high government share has a significant positive effect on the team cooperation performance of PPP projects and has a positive moderating effect on the influence mechanism of team cooperation performance. Based on this, this paper proposes strategies for PPP project team management and sustainable development. It suggests corresponding suggestions for improving PPP project team performance and sustainable development.

FOOTBALL AS A MEANS OF SOCIAL EDUCATION OF CHILDREN USING BELBIN’S THEORY OF TEAM ROLES

In the modern world, such a concept as a project team is of a great importance, it helps team members to interact with colleagues to achieve team goals. The article refers to the problem of introducing team roles since childhood and preparing children for socialization in society. The study of researches in the sphere of management of project teams, taking into account the team roles, shows the lack of that approach among younger school age children’s groups. In the work, on the basis of generalization and analysis of literature review sources, the applied value of the theory of command roles by R. M. Belbin in various fields of education is substantiated, including for solving educational and upbringing problems of children. At the same time, football and its training process are considered as a social institution of children's activity, where the training process is organized with the help of role-playing games, taking into account the rules of the game. The results of the study confirmed the need of designing and investing a team role model, according to the concept of R.M. Belbin focused on thinking, action and society (people), as a means of social education of children.

Identifikasi Faktor-Faktor Iklim Keselamatan Kerja terhadap Kinerja Keselamatan Kerja pada Proyek Konstruksi Di Provinsi Jambi

Even though the construction sector provides business opportunities for workers, this sector also contributes 30% -40% of accidents and fatalities. For this reason, it is necessary to identify the factors of the work safety climate and their influence on work safety performance. This study aims to identify and measure the work safety factors and safety performance and which dominantly improves safety performance. The third aim to evaluate the relationship model between work safety climate and work safety performance. This research adopts 45 safety climate variables Zahoor, 2017 and uses 275 construction workers in Jambi Province. The data collection techniques with primary (informants) and secondary data (K3 documents and literature studies) utilize observation, direct interviews, and questionnaires. The results study found that the first three factors form the work safety factor (FIK1, FIK 2, FIK3). For named FIK1 to become Management Commitment and OSH resources, Procedures and Awareness of FIK2, FIK3 is named Perception of Accidents. In the second stage, the research found only factor 3 or IK3, namely the Perception of Accidents that affected safety performance. In the third stage, the study found that the safety performance measurement model only had the third factor, namely the Perception of Accidents, which could be used in a structural equation model that affected safety performance. Hopefully that understanding and knowing the observed variables from CI can help the project management team design the right strategy to create a safe project environment.

An empirical study for prioritizing issue of software project management team

An empirical study for prioritizing issue of software project management team

Proposed Project Management Maturity: A Study Case of Incinerator Project Delivery in Indonesia

An Indonesian waste treatment plant manufacturer company experienced several issues related to delivery project of the product Incinerator. The issues occurred mainly resulted in the project delay and cost overruns, which potentially impacted negatively to the project success. A company performance of running project can be measured in the form of Project Management Maturity analysis, it is can be interpreted as an organization’s capability to manage projects successfully utilizing a standardized practice that has been improved and enhanced through time. The objectives of this research are to identify the root causes of the business issue, assessing the project management maturity of the company, formulate the proposed solutions, and developing the implementation plan. The assessment of the maturity level is done based on the PMBOK project management knowledge area that relevant to the business issue, namely Project Risk Management, Project Schedule Management, Project Resource Management, and Project Communications Management. The data analysis of this research involves gap analysis and root cause analysis. An analysis that related to the gaps between the existing condition and the next maturity level is conducted to identify the areas of improvement the company need to address. Furthermore, the root cause analysis is conducted to determine the root causes of the business issues. The result of the data analysis is then utilized to formulate the proposed solution for improvement and the implementation plan. The proposed solutions in this research are to develop a proper risk management practices and documentation, implement scope management, development of project scheduling, and improvement of project team management regarding the development of resource management and communications management.

A critical appraisal of traditional methods of construction progress monitoring

PurposeThe purpose of this study is to investigate the current construction progress monitoring (CPM) process in relation to the contractual obligations, how project management teams carry out this activity in the field and why teams continue to adopt the current method. The study aims to provide a comprehensive understanding of the current monitoring process and its effectiveness, identify any shortcomings and propose recommendations for improvements that can lead to better project outcomes.Design/methodology/approachThe study conducted semi-structured interviews with 28 construction management practitioners to explore their views on contractual requirements, traditional progress monitoring practices and advanced monitoring methods. Thematic analysis was used to identify existing processes, practices and incentives for advanced monitoring.FindingsStandard construction contracts mandate current progress monitoring practices, which often rely on manual, document-centric and labor-intensive methods, leading to slow and erroneous progress reporting and project delays. Key barriers to adopting advanced tools include rigid contractual clauses, lack of incentives and the absence of reliable automated tools. A holistic automated approach that covers the entire CPM process, from planning to claim management, is needed as a viable alternative to traditional practices.Research limitations/implicationsThe study's findings can inform researchers, stakeholders and decision-makers about the existing monitoring practices and contribute to enhancing project management practices.Originality/valueThe study identified contractually mandated progress monitoring processes, traditional methods of collecting, transferring, analyzing and dispensing progress-related information and potential incentives and points of departure towards technologically advanced methods.

DIRECTIONS OF IMPROVING THE PERFORMANCE OF THE PROJECT TEAM MANAGEMENT IN OTG

The article considers the stages of creating a project team in the OTG (formation, period of activation of participants, period of normal functioning, reorganization, disbandment). In this article, the emphasis is on the first stage of this process, which consists of three substages (diagnostic, training, support). The work also describes the goals of creating project teams (changing the set of goals or priorities; analysis and distribution of the way of work; analysis of norms, the way of decision-making, communications; determining the relationships between people who perform the work), as well as four main approaches to the formation of teams (goal-setting, interpersonal, role-based, problem-oriented). The article is devoted to the substantiation of directions for improving the effectiveness of project team management in united territorial communities. It was determined that the management of the project team is one of the important issues in the framework of ensuring the effective project activity of the organization, because there is an increase in the complexity of projects and, accordingly, the importance of risk management, in addition, it is necessary to take into account emergency crisis situations, a large number of stakeholders, and the development of technologies, which is actively taking place . The reasons for improving the project team management process are analyzed. Priority steps to increase the effectiveness of project team management are proposed. The need for the formation of a competence matrix was determined, which involves the implementation of such steps as: defining roles and tasks; definition of competences; assessment of team competencies; matrix filling. The need to use appropriate software to increase the effectiveness of project communication in the process of project activities of the OTG is substantiated. It was determined that communications in the OTG occupy an important place in terms of improving the project team management process. Accordingly, the need to develop an effective communication policy is substantiated, which will contribute not only to increasing the efficiency of project activities, but also to optimizing the level of management of the project team. It has been proven that improving the project team management process allows you to maintain control over the project budget and avoid unexpected costs. This allows to ensure efficient use of resources and to determine the possibility of achieving appropriate results. But in the end, it allows for better communication between project participants, which contributes to better cooperation and achieving better results.

Health Project Implementation Processes and Performance Efficiency in Rwanda: A Case Study of the HIV Case Based Surveillance Program in Mayange Health Centre, Bugesera District

The efficient implementation of health projects is critical to improving the quality of healthcare services and achieving positive health outcomes. However, many factors can influence the performance efficiency of these projects, making it challenging to achieve the desired results. This study aims to investigate the factors that affect the performance efficiency of health projects, with a specific focus on the implementation of the HIV case-based surveillance program at Mayange Health Centre. The study has several objectives, including evaluating the effect of service delivery processes, project responsiveness processes, and accessibility processes on performance efficiency. A mixed-method strategy was used, combining qualitative and quantitative techniques. The study involved 83 respondents; 2 managers, 13 staff, and 68 beneficiaries selected from the CBS program in the health center. The findings of the study shaded light on the variables that can affect the outcome of health projects and guide future initiatives to enhance the provision of healthcare in environments like these. Semi-structured questionnaires were used for data collection, while SPSS was used for data analysis. It was found that positive relationship between independent variables namely service delivery, responsiveness and accessibility and dependent variable in this case the performance efficiency of the HIV case based surveillance program in Mayange health Centre because of their correlation coefficients of .944, .761 and .719 respectively and that is statistically significant since the Sig. (2-tailed) P-value of .000 is less than 0.01. The study recommends that the project management team should provide adequate finances for project implementation, and capacity building for project efficiency. The study recommends that health centers should frequently organize regular training on project factors that influence the performance efficiency. It was concluded that service delivery, responsiveness and accessibility greatly influence the performance efficiency of the HIV case based surveillance program in Mayange health Centre. Keywords: Health Project, Implementation Processes, Performance Efficiency, Service Delivery Processes, Project Responsiveness Processes, Accessibility Processes

The Transitioning Experiences from Traditional to Agile Project Management: A Case of an Information Technology Department of a Private-Owned Financial Institution in Cebu City

Incorporating the Agile Project Management (APM) approach was the institution’s initiative to accelerate project delivery and be more flexible in changing requirements and client demands while producing quality software. The research explores the lived experiences of the institution's project managers to uncover the challenges and demonstrated benefits during Agile Project Management (APM) implementation. This research utilized the qualitative approach through interviews with key informants who are project managers of the institution. The data gathered were from the responses of the five (5) private-owned financial institution project managers. The responses were thoroughly reviewed and tabulated to reveal the commonalities in the data gathered. The study showed that implementing APM significantly changed how the project management team handled and delivered the projects. The project management team moved the project with agility by simplifying the scope and adapting to changes in requirements to increase customer satisfaction and value; the teams were more collaborative, flexible, and able to cope with the risks. However, the study revealed that the main challenges that the project management team experienced were the uncontrollable growth of changes in project scope, under-estimated timelines, and inefficient allocation and delegation of workloads, which resulted in the delayed delivery of projects. Also, it revealed that the current coping strategies were deprioritizing other projects to accommodate new requirements, extending project deadlines, and rendering overtime, which could have been more sustainable when appropriately handled. Furthermore, the study provided recommendations and action plans to improve the implementation of Agile Project Management.