Project Team Structure Research Articles

TEAM PERFORMANCE IN THE CONSTRUCTION INDUSTRY: A SYSTEMATIC LITERATURE REVIEW

Numerous studies have been conducted in the construction sector to assess how project delivery techniques affect project success. However, the project team's setup and structure have received minimal attention, hence requiring more thorough studies that systematically review the body of knowledge on project team performance in the construction industry. This study aims to improve project team performance in the construction sector by systematically reviewing a considerable number of prior research that focused on project team approaches. A narrative literature review approach was used to accomplish this goal using two major journal databases, Scopus and Web of Science. The search efforts resulted in the identification of 28 publications for systematic review. The results found 23 essential approaches for raising project team productivity. Based on the workplace, these approaches were divided into two categories: psychosocial factors and physical factors. Importantly, the results of this review demonstrated a significant relationship between the majority of variables and the elements of the psychosocial work environment. Finally, this study offers several suggestions for future research based on the knowledge gathered from the review.

ФОРМУВАННЯ КОМАНДИ ІТ-ПРОЄКТУ НА ОСНОВІ КОМПЕТЕНТНІСНИХ ХАРАКТЕРИСТИК ПЕРСОНАЛУ

Background. The paper deals with the problems of IT project team formation using staff competences assessment. Methods. Multi-agent method based on competences matrix analysis is used. Results. The task of forming a project team to develop and implement IT systems in terms of limiting the number of human resources is described. Based on the definition of competency indicators of employees of the company or contractors involved in the implementation of project work, a method of forming a project team involves analysis of competency matrices. When attracting employees to project work that requires the existing competencies and the appropriate level of these competencies, it is proposed to use the values of the characteristics of staff for the selected functionality. On the example of a company for implementing IT systems, an algorithm for forming a project team based on the values of functional competencies is proposed. Forms for the formation of the structure of project commands according to functional tasks of the project and minimum-admissible levels of sizes of characteristics of qualification for performance of these tasks have been designed. Matrices of elements and indicators of labor resources are constructed to determine the possibilities of involving them in the project teams as executors. An algorithm for generating project team members based on the requirements for project tasks and indicators of human resources competence has been built. The forecast of indicators of the probability of involvement of each separate labor resource in the project team structure for development and introduction of information systems is performed. Сonclusions. With account of the practical implementation of the method, the conclusion is made that proposed method allows one to not only form project teams but also pose problems for the company leadership as to either increasing qualification of their staff or searching for new personnel with proper qualifications.

Comprehensive evaluation of medical students' teamwork skills

Background: Teamwork plays a pivotal role in patient care and safety promotion. "TeamSTEPPS Teamwork Attitudes Questionnaire" (T-TAQ) aims to the assessment of attitudes of care providers regarding teamwork when enrolled in a series of TeamSTEPPS-based scenarios; among them, cooperation in mass casualty scenarios, medical error simulations, and other virtual learning experiences. However, the use of T-TAQ could be expanded into the evaluation of medical students' collaboration capacity in a series of educational tasks such as the management of a simulated clinical scenario within the context of a university course. Aim: To prospectively explore teamwork performance of Greek medical students in simulated clinical scenarios in the undergraduate course of Ophthalmology. Methods: This is a prospective, descriptive study. All fifth-year medical students attending the undergraduate course of Ophthalmology were asked to form teams, each one had to select a simulated clinical ophthalmological scenario and present the outcomes of their project. Scenarios were case reports from patients that visited the outpatients’ service of the Department during the previous six months. Α custom Greek version of the T-TAQ containing 29 5-scale Likert-type items in five subscales (team structure, leadership, situation monitoring, mutual support and communication) was used to evaluate students’ attitudes on the overall procedure. T-TAQ scores were evaluated with gender, residence and other parameters. Results: 102 students participated in this project. Students presented average total T-TAQ score (3.48±0.99) with non-significant differences regarding gender (p=0.38) and residence (p=0.58). Non-significant differences were detected for all subscale scores, as well (all p>0.05). Significant correlation was detected between team project performance and team structure (R2=0.375, p=0.04), mutual support (R2=0.463, p=0.02), and total T-TAQ score (R2=0.349, p=0.05). Additionally, readiness to form teams showed significant correlation with total T-TAQ score (R2=0.512, p<0.01) and project performance (R2=0.444, p=0.01). However, non-significant correlation was identified between T-TAQ score and students’ final grades in the Ophthalmology course (R2=0.015, p=0.28). Conclusion: Greek medical students demonstrated average T-TAQ scores. Medical schools should also focus on the development of collaboration skills for their medical students and possibly enroll teamwork initiatives to their curricula.

Multi Structures-Scales (MSS) in Project Execution Management (PEM)

This research study focuses on project organization structure, multi-tasking, issues, challenges, and limitations that occur during the project execution for a conventional and virtual team. This research aims to understand the importance of the technical labor force in the organization and fill the human resources gap in project engineering, construction, and management implementation. The project is unique and must be dealt with highly technical by the project team. Projects might be the same structure and scale but in different conditions, parameters, and requirements. In general, dealing with and executing other projects is challenging. The design guidelines are formatted, although not entirely the same. The process model uses model-based optimization to compare the conventional and virtual MSS organizational structures to optimize, innovate, and multi-tasking project staff, personnel, and direct technical members. The study will include the importance of global virtual teams (GVT) and the contribution of software collaboration, including cloud-based software (CBS). Multi structures-scales (MSS) concept can be a diversified, optimized, and innovative way to increase team effectiveness, technical dependence, and utilize existing resources. It uses organizational productivity and the individual living of project team members. However, even though the MSS concept seeks to lower the labor cost and reduce individual participation, the labor issue, technical workforce, challenges, disputes, and other problems are not inevitable. As a result, in this implementation, the corporate organization will solidify the project team structure into multi-project execution even to long-term employment and operation. The PE/S can perform simultaneously in different stages of the same type of project. In contrast, a PM can perform additional steps even on other kinds of projects. Furthermore, in the study, PS and PM can effectively function if not more than three (3) projects; otherwise, low-performance evaluation and low-quality product results occur. In this regard, further study and research related to this topic for better implementation in the field.

Key Drivers for Adopting Design-Build in Public Construction Projects: Malaysian Perspective

Design-build (D-B) had been applied in many advanced countries because the delivery method improves construction project success. While several megaprojects in Malaysia have adopted D-B, it is still uncommon in the local construction industry. Therefore, understanding the key drivers that are affecting the acceptance or rejection of D-B is crucial. However, that information is lacking in the existing body of knowledge. Thus, this research addresses that issue by identifying the key drivers for adopting D-B in the Malaysian construction sector from the standpoint of the core project parties (e.g., project clients, consultants and contractors). Questionnaire survey data from 111 professionals with D-B experience were analysed using inferential statistics, including t-test and analysis of variance (ANOVA). The outcome shows that the key drivers for industry practitioner in Malaysia for adopting D-B are: (1) "Maximise the use of resources between project team members", (2) "Sharing of expertise (design and technical) with project team members", (3) "Well-organised project team structure", (4) "High success rate" and (5) "Dispute prevention during the construction stage". Also, there are no significant differences found in the drivers between different geographical regions and project parties. Based on the investigations, this study adds to the current assortment of information in capturing the key drivers and providing an in-depth understanding of the underlying components for adopting D-B in Malaysia. Researchers and industry practitioners can use the findings to enhance the level of D-B adoption strategically.

Study of project type and team structure in the Indian software outsourcing industry

Study of project type and team structure in the Indian software outsourcing industry

TECHNOLOGY TRANSFER OFFICE MODEL

At present creation of specialized organizational structure, the technology transfer office (TTO) in higher education institutions (HEIs) becomes increasingly important for establishing communication between scientists, business and the state and for implementation of the results of scientific and technical activities of higher education institutions in the real sector of the economy. Surveys of domestic and foreign scientists show that the issues of creating project offices (which in fact are TTOs) in HEIs remain insufficiently explored. Given this, the authors conducted a study of project management to create a TTO in a HEI. Efficient organizational project management requires the presence of Organizational Breakdown Structure. This article proposes an Organizational Breakdown Structure template, which clearly demonstrates the project team structure targeted at TTO creation in a HEI, the subordination and basic functions of each team member. In addition, the article proposes a model of organizational structure of the newly created TTO, which is also a template for HEI, and which defines the structure of the office staff, their subordination and main functions. To determine the location of the TTO in the structure of HEI, the article proposes a corresponding model that shows the subordination and connection of the office with other functional units of HEI. Using the models presented in the article, any HEI will be able to effectively manage the project of creating a TTO and as a result to create a project product - a TTO.

Project management in environmental construction

The article is devoted to the analysis of the stages and tools for managing the construction project of SK Art-Sroy LLC and the development of the normal of the project planning process, the matrix of responsibility and the structure of the project team. The main activity of the organization is general contracting, management of all processes at the construction site, control of each stage of production, responsibility for implementation of the project, starting with preparation of the site and ending with the delivery of the finished object to the Customer. For clarity, the normal of one of the stages of project management is presented, with its help it is possible to trace the technologies for performing individual tasks and relationship of individual officials. The structure of the construction project team was developed and the matrix of responsibility of the project participants was determined. Also, in the course of the analysis, a number of issues were identified that the organization faces in the process of managing a construction project.

How to make (in)effective conservation projects: look at the internal context!

How to make (in)effective conservation projects: look at the internal context!

ОСОБЛИВОСТІ ВИБОРУ МЕТОДОЛОГІЙ УПРАВЛІННЯ ПРОЕКТАМИ

The article analyzes the main characteristics and features of the most common project management methodologies. The study proved that due to the widespread concept of "project management methodology", its interpretation by different scientists, as a rule, are quite different. The usage of this concept by practitioners has also significantly expanded the range of objects that are included in the list of such methodologies. The main classifications of project management methodologies are analyzed and it is proved that there is no generally accepted approach to defining the concept of project management methodology, as well as a single classification of such methodologies. Instead, most researchers believe that the effective choice of methodology directly affects the success of the project, which further increases the relevance of research in the field of classification of methodologies, identification of their features and developing of recommendations for choosing of project management methodologies. It is proved that choosing of the optimal project management methodology is traditionally a complex process that depends on a wide range of factors, but primarily such choosing depends on the type of project (investment, infrastructure, etc.), the project team structure (number of people), project documentation requirements, the duration of the project and other factors. It is recommended when choosing a project management methodology to take into account in what type of economic activity such a project will be implemented, which may also affect the choice of methodology. The advantages and disadvantages of using certain project management methodologies have been identified. Developed general recommendations to be followed when choosing project management methodologies, as well as identified their characteristics (scope, size of the project, level of risk, complexity of implementation, the number of projected changes in the project, etc.).

Does Cooperation Require Co-Laboring? How Authority Moderates Project Team Structure

This paper examines how the distribution of authority within organizations impacts the structure and effectiveness of team- based work. In a wide range of contexts, teams are organized to solve complex and uncertain problems, yet we have little understanding of the way that their structure and performance is informed by their organizational context. The distribution of authority, defined as distribution of control over ownership and governance within the firm, has been examined as a determinant of innovative capacity, yet we know little about its influence on teams. The general argument, advanced here, is that different types of teams function more effectively in the context of different distributions of organizational authority. In particular, teams can be structured to achieve two types of benefits: (a) workers from different occupational groups can work collaboratively to align goals and incentives or (b) different occupational groups can work separately to deepen their task-specific knowledge. I hypothesize that teams in a firm with broadly distributed authority are more likely to yield successful outcomes when occupational groups within the team work separately. To test this hypothesis, I analyze a dataset of projects from two competitors in the custom automated manufacturing equipment industry. While similar in a range of dimensions, one firm is a worker cooperative with broadly distributed authority and the other is a traditional small business with concentrated authority. Results from the statistical analysis support the hypothesis that task-oriented teams generate more profitable projects in the worker cooperative, while teamwork- oriented teams yield higher profits in the narrowly-held firm. To illuminate the processes behind the relationship between authority and teams, I provide qualitative evidence from fieldwork conducted in the two firms.

Manajemen Proyek Perangkat Lunak

This article contains several things to be controlled by a Project Manager in order to be able to develop a software engineering project plan. The development methodology begins with survey, analysis and engineering in software planning. Establishing a good project team structure is as important as selecting team members who are also experts in their field. Perceiving that the construction and implementation of information technology-based systems are executed using a project management approach, the project manager is then the most responsible officer for the team performance. The project Manager will lead his team to planning and developing information technology projects in accordance with their intended target. There are three fields that must be considered in an information system project, namely: information systems, information technology, and information management.

Critical decisions for ERP integration: Small business issues

Small enterprises are facing significant challenges to become suppliers of bigger customers due to the excessive costs associated with accessing a vast market of potential customers. It is essential for small businesses to adopt an ERP system to maintain control of their operations and to compete globally. An ERP implementation is expensive and risky for all businesses, but it is still more challenging for small businesses, which have particular characteristics. We identified from archived literature, key decisions necessary in selecting and implementing an ERP system. While these critical decisions are applicable to all types of businesses, the focus of this research was to recommend the best practices for each one of these key decisions for small businesses. We interviewed six small businesses to recommend best practices for the critical decisions: (1) project team structure, (2) implementation strategy, (3) database conversion strategy, (4) transition technique, (5) risk management strategy and (6) change management strategy. Our results indicate that these best practices greatly enhanced the success of an ERP implementation for small businesses. Further, we recommend studying the impact of ERP systems on the small business’ participation in supply chain management.

Project success and project team management: Evidence from capital projects in the process industries

Efficient project execution is a key business objective in many domains and particularly so for capital projects in the process industries, but existing project management research gives little direction about how project team factors influence three important capital project outcomes: cost, schedule, and operability. After an extensive cross-disciplinary review of the general team and project management literatures, we constructed and tested a theoretically based, five-dimensional model of organizational context, project team design, project team leadership, project team processes, and project outcome factors. We examined the model by means of an empirical study of 56 newly completed capital projects executed by 15 Fortune 500 companies in the process industries. The results indicate the value of disaggregating project outcomes for research purposes. Different bundles of project team factors were found to drive project cost, schedule, and operability. Project team efficacy, cross-functional project teams, autonomous project team structure, and virtual office usage were the strongest predictors of project cost effectiveness. Continuity of project leadership, cross-functional project teams, and project manager incentives were the strongest predictors of project construction schedule. In contrast, clear project goals and an office design to facilitate effective communication were the main predictors of plant operability. Implications of these findings for researchers and project practitioners are discussed. One major practical implication of our findings is that project managers need to clearly focus and prioritize their goals for each project so they can adopt the appropriate bundles of project team practices that will facilitate their goal achievement.

The Impact of Information System Personnel Skill Discrepancies on Stakeholder Satisfaction

ABSTRACTSystem development efforts depend to a large degree upon how well information systems (IS) managers, IS specialists, and IS users work together in a project team structure. Yet, these individuals frequently work under different perceptions about matters of importance to development, management, and success. This paper introduces a framework for examining IS specialists' skill requirements from a multiple‐stakeholder perspective. Derived from discrepancy theory, the framework concedes that different stakeholders hold a variable set of expectations for IS personnel skill levels as well as a perception of skills held by IS personnel. We examine differences in expectation and performance expressed by each group and describe the impact of the discrepancy on user satisfaction, career satisfaction of IS specialists, and on job performance evaluations by IS managers. Results confirm that a discrepancy between an IS specialist's expectations of skill and their perceived skill self‐proficiency impacts career satisfaction. Similar relations hold for IS managers and users. Since different stakeholders may hold different perceptions, satisfaction of all parties becomes problematic unless a common frame of reference can be determined.

Introducing formal project management into a traditional, functionally structured organization

The traditional, functionally structured organization is well suited to a single process operation such as a manufacturing production line. However, this structure does not easily permit the crossfunctional coordination that is essential to successful project performance. The paper reviews two of the most common problems that are encountered when an attempt is made to introduce formal project management into a traditional, functionally structured organization. Possible actions for alleviating the problems are then described. These problems are (a) mistrust and conflict between functional groups and the project office, and (b) the selection and establishment of an appropriate project-team structure. These are primarily problems of resistance to change, and they are hence ‘people’ problems, rather than problems with the systems or practices themselves.