A Study about Global Virtual Teams for Value Creation and Project Success
Abstract: This qualitative study examines whether virtual projects present challenges that are diﬀerent from conventional projects and how they might be more useful than face-to-face teams in delivering value in certain contexts. It takes a post-implementation and lessons learned approach to elicit the experiences of two distributed information technology projects within a global banking corporation. Findings indicate that time zone and cultural diﬀerences in particular, aﬀected communication and team relations. Other barriers included more ‘conventional’ issues such as management agenda and leadership style, requirements creep, asymmetry in processes and unclear roles and responsibilities. Their presence exacerbated the relational diﬃculties between team members. However, success in terms of time, budget and value delivery was evident in both of the virtual projects – attributable primarily to the determination and outcome orientation of team members.
Introduction : Herzog’s observation of industry’s growing preference for virtual team-working follows earlier writers’ argument for resource maximisation and corporate agility through cross-boundary internal and external collaborative working. The trend for virtual teaming has fuelled interest in associated structural, operational and human asset management problems. Against Powell et al.’s suggestion that virtual teams using technology as a primary enabler are amongst the key imperatives of modern businesses is Bell and Kozlowski’s support for the superiority of the conventionally organised team. They argue that the spatial distance in a virtual team necessitates reliance on technology for communication and impedes performance management and team development. Keep reading…
A Study about Achieving Success With Waste Prevention
The Avondale Condominium Development was a project of Tridel. The construction firm responsible for project management was Deltera Inc. Highrise Drywall was sub-contracted through a collective bargaining agreement (CBA) to supply, install and tape the gypsum wallboard as well as manage all their site wastes. Prior to the study, drywall was disposed of in a mixed-construction wastes bin, where it eventually was landfilled in Michigan, U.S.A., 400 kms away.
During the study, drywall off-cuts were source separated and recycled for a reduced tipping fee at New West Gypsum, 50 kms away and remanufactured into new drywall by BPB, a drywall supplier to Tridel. In this instance, due to the CBA, Deltera was charged a unit rate common to all projects in this area and the cost of waste management was embedded in this unit price. As a result, any cost reductions achieved through recycling off-cuts, as opposed to landfilling, would directly benefit the contractor, not the project manager. Keep reading…
Study about Critical Factors Affecting Quality Performance in Construction Projects
Abstract:~ The reasons for the under performance of the quality of Indian construction projects were studied to suggest possible remedial measures. A preliminary survey identiﬁed 55 attributes responsible to impact quality performance of the projects. Statistical analysis of questionnaire responses on the attributes resulted into two distinct sets of success and failure attributes. Further analyses of individual sets of success attributes and failure attributes separately grouped them into fewer critical success and failure factors. The critical success factors obtained were: project manager’s competence; top management’s support; monitoring and feedback by project participants; interaction among project participants; and owners’ competence.
Introduction:~ Collins (1996) describes quality as the world’s oldest documented profession. Quality professionals use a number of deﬁnitions to deﬁne project quality. Quality in its simplest form can be deﬁned as: ‘meeting the customer’s expectations,’ or ‘compliance with customer’s speciﬁcation.’ No matter what deﬁnition we follow for quality, it becomes very complex when we try to put it into actual practice. For a user, quality is nothing but satisfaction with the appearance, performances, and reliability of the project for a given price range. In the realm of project management, the schedule, cost and quality achievement is also referred to as the iron triangle. Out of these three aspects, it is the achievement of schedule and cost compliances that the project management is attending to most of the time. Keep reading…
A Study about the Catawba County Child Wellbeing Project
Overview: This is the second brief in a series, Building a Post-Care Service System in Child Welfare: Lessons Learned from the Frontlines of Implementation Science in Catawba County. This brief describes how implementation science principles informed technical assistance strategies used in Catawba County to support the full and effective use of evidence-based and evidence-informed practices (EBPs/EIPs). Topics include building the capacity of local implementation teams, conducting stage-appropriate activities, and creating an implementation infrastructure to sustain new interventions.
Background: In 2007 North Carolina’s Catawba County Department of Social Services, in partnership with The Duke Endowment, embarked on an initiative aimed at improving the transition of children and youth in foster care to adulthood by expanding child welfare services beyond the mandated service continuum. The Child Wellbeing Project has developed a continuum of post-care evidence-based and evidence-informed services that the Project offers to children who exit foster care to a permanent placement and to their families. Key services include: the Success Coach intervention, a voluntary, in-home enhanced case management system for families; an Educational Advocate, who coordinates services between public schools and the social service system. Keep reading…
A Study about Power-Based Leadership Approach to Project Management
The concept of leadership relates to power structuring whereby the project leader may lead and motivate through power disposition. Power, in its diverse guises, combines interpersonal and structural elements and can be enhanced through political manoeuvring. Power may also be distributed unevenly between individuals in the project team. In this article a power-based model of project leadership is developed, underpinned by a behaviour-performance-outcome approach and an appropriate methodology is developed for testing the construction enterprises in China using structural equations modelling. The fitness indices show that the resulting model which postulates that the motivational function of good leadership operates through managing power gaps by means of power-sharing and power-amassing is acceptable.
Introduction:~ Project management devotes attention to both the hard and soft systems, namely, the formal system of rules and procedures and the potential informal/human system of motivation and leadership, in order to maximize the probability of achieving a successful project. However, only formal elements of organizational systems can be imposed to which participants may rely upon for recompense should the evolved, informal system fails. Thus, formal contracts are, in part, designed to regulate power disposition of the parties and indicate procedures for the solution of conflict. Since leadership concerns the ability to influence the behaviour of others to closely accord with the desires of the leader, it is inevitable that leadership concerns interpersonal relationships in the pursuit of organizational and individual goals and, therefore, involves power-exercising by the leader. Read more onPower-Based Leadership Approach
Delivering your objectives through a tailored programme and project management approach
PA Consulting Group design and deliver unique programme and project management solutions; solutions which are dedicated to the needs of each organisation. We focus on what is required for organisations to achieve their specific objectives, and then work with clients to develop solutions that will be achievable.
Our expertise goes beyond the traditional well known methodologies. PA works with organisations to understand the business imperative and then seeks to build a tailored approach to managing programmes and projects that is deliverable, overcomes the barriers, and enables organisations to achieve significant and lasting business benefit.
PA experts take pride in working with clients to quickly understand the complexity of each organisation’s situation, and seek to bring practical experience and depth of insight to help organisations to deliver sustainable and integrated solutions. Click here to read more…
A Study on Predictors of Project Performance and the Likelihood of Project Success
Abstract: Identifying the critical determinants of project performance is crucial, but few studies test how variables in projects’ initiation and planning phases affect the outcomes of those projects. Results fromthis longitudinal study of 121 capital projects identifies key variables in the initiation and planning phases of capital projects that significantly affect the outcomes of completed cost, time, and profitability. Our Team variable provides the highest classification accuracy; the rest of the variables follow closelythat range from 80.99% to 74.38%, indicating a class of stable predictors. Ultimately, our findings suggest that the variables reported in this study not only significantly affect project outcomes.
Introduction: A paramount problem for those who model project performance is identifying the critical factors of project success. Of course, extensive research in the project management field examines and identifies a wide variety of measures that describe project outcomes and the inputs that affect those outcomes (e.g.,Aggarwal and Rezaee, 1996; Baiden et al., 2006; Barclay and Osei-Bryson, 2010; Chen et al., 2010;Duffy and Thomas, 1989; Emhjellen, 1997; Emmanuelides, 1993; Farris et al., 2006; Globerson, 1994; Grundy, 1998; Huesemann, 2006; Hoegl and Parboteeah, 2007; Ibbs et al., 2001; Ling et al., 2009; Moffat, 1998; Paul et al., 1999; Pheng and Chuan, 2006; Raiden et al., 2004; Robey et al., 1993; Roman, 1964; Schwab and Anne, 2008; Scott-Young and Samson, 2008; Sperpell, 1999; Tabassi and Bakar, 2009; Woodward, 1982; Zou et al., 2007). Keep reading…
Corporate Social Responsibility (CSR) and Project Management
Corporate Social Responsibility (CSR) has gained significant momentum in recent years. The push is on to identify projects that reflect the corporation’s sense of social responsibility and to tailor projects to reflect that sense. This is perhaps a step in the right direction when it comes to the corporation’s position in the host community, but is extremely difficult and complex in its implementation. There are two key factors that contribute to its difficulty. Click here to read Two Key Factors..
Summary: In our work we will try to show, according to recent and by scientific publicity accepted attitudes, three basic organizational forms for project management, with their description, characteristics, advantages and disadvantages, as well as to try to identify the cases in which some of them could be applied. In this sense we will analyze the functional organizational type, where the project is a part of functional enterprise organization, clear project organization and combined or matrix system. According to the fact that each one of the models mentioned above has its own advantages and disadvantages, in this work we will try to pre-sent the procedure for choosing which model will be the most appropriate for implementation in particu-lar cases.
Introduction: An enterprise, if successful, has a tendency towards growth and development, it employs and trains qualitative staff, provides resources and develops the organizational structure. In general, the structure is focused on specialization of the group staff. If the organizational structure is unable to perform some task, the tendency of its rejection will appear. When such a situation becomes dangerous for the firm, the increasing pressure will be exerted on reorganization. keep reading…
Case Study about Conversion to Project-Based Assistance
Executive Summary: In furtherance of the discussion regarding the feasibility of converting the nation’s public housing stock to project-based rental assistance or project-based vouchers (“Project-Based Assistance”) from the current Annual Contributions Contract (“ACC”) program, the Council of Large Public Housing Authorities, the Public Housing Authorities Directors Association, the National Association of Housing and Redevelopment Officials
The Housing Authority Insurance Group (collectively, the “Client”) requested that Recap Real Estate Advisors (“Recap” or “we”) investigate the costs and limitations of such a conversion using existing public housing authority properties as specific examples. More specifically, understanding market dynamics, property cash flow potential and capital availability as they relate to a potential conversion was of utmost importance. keep reading on Project-Based Assistance