scholarly journals Organizational Culture and Project Management in India and Russia in the Context of Binational Projects

TEM Journal ◽  
2020 ◽  
pp. 601-605
Author(s):  
Sergei Titov ◽  
Alexandr Birukov ◽  
Elena Vichodtseva
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Project Teams ◽  
Management Systems ◽  
Organizational Cultures ◽  
National Project ◽  
Team Members ◽  
New Knowledge ◽  
Globe Study ◽  
Using Data

Multicultural project teams are characterized by higher innovation, creativity and the ability to generate new knowledge, but more difficult to manage. Binational projects, which involve the efforts of team members from two equally represented cultures, are especially complex. Using data from GLOBE study and the data on 175 projects in Russia and 200 projects in India, the author discovers that organizational cultures and national project management systems in two countries are significantly different. Based on the findings, the author suggests tools for analysis of binational projects and measures applicable for Indian-Russian and similar projects to increase effectiveness of project teams.

A COOPERATIVE HYPERMEDIA APPROACH TO FLEXIBLE PROCESS SUPPORT FOR MANAGING DISTRIBUTED PROJECTS

2009 ◽  
Vol 18 (03n04) ◽  
pp. 481-512 ◽  
Author(s):  
WEIGANG WANG ◽  
KEVIN FINCH ◽  
JESSICA RUBART ◽  
JOERG M. HAAKE
Keyword(s):  
Project Management ◽  
Process Model ◽  
Business Processes ◽  
Workflow Management ◽  
Project Planning ◽  
Project Teams ◽  
Management Systems ◽  
Workflow Management Systems ◽  
Team Members ◽  
Process Support

Due to the separation of project management systems and workflow management systems, there is a gap between project plans and process support used to implement them. Often, managers could not see what was going on in their businesses until it was too late to react. In this paper, a cooperative hypermedia approach and an integration framework are developed to provide an integrated support for project planning, workflow management, information management and teamwork. The cooperative hypermedia-based process model has many desirable computational properties. The cooperative hypermedia tools built on this model can support distributed project teams to create, analyze, execute, monitor and adapt a project plan cooperatively. Case studies and user experiences of the cooperative hypermedia system demonstrate that the cooperative hypermedia approach can facilitate team members to identify emerging problems, to discuss and adapt the plan cooperatively. It is a promising approach to bridge the gap between project management and workflow management systems so as to support flexible business processes of real-time project teams.

Transfer of Information and Knowledge in the Project Management

2011 ◽  
pp. 544-551 ◽  
Author(s):  
Jerzy Kisielnicki
Keyword(s):  
Project Management ◽  
Communication System ◽  
Project Team ◽  
Project Teams ◽  
Negative Effects ◽  
Team Members ◽  
Professional Career ◽  
Final Project ◽  
Project Outcome ◽  
Communication Methods

Success and failure in information technology (IT) projects depend on many factors. Based on the analysis of literature as well as the author’s research and experience, we can build a working hypothesis of a significant influence of the communication system on a final project outcome in the context of: • Communication between the project team and the outside world (users, suppliers, other project teams, etc.) • Communication within a project team In project management literature, communication occupies a significant position (Candle & Yeates, 2003; Maylor, 2003). Most research projects, however, are focused on the analysis of communication between the project team and the outside world while communication within the project team seems to take a second place. From the literature dealing with building effective project teams, research carried out by Mullins (2001) deserves a closer look. Mullins researched the key contradiction within a project team; he discovered that project leaders demand from their team members the willingness to compromise and subordinate while at the same time they promote individualism and want to foster creativity. Chaffe (2001), on the other hand, concluded that most people during their professional career lose both their creativity and individualism and prefer to conform to the existing standards. This is the very reason why some leaders prefer to build their teams from young people knowing that they lack experience. By doing that, they realize they increase the risk of not achieving their goals. Therefore, the IT leaders need to combine these conflicting trends and build the project team to ensure the overall success of the project. Adair (1999) indicates three criteria that need to be taken into consideration when evaluating potential team members: competence, motivation, and personal traits. The subject of this article is to prove the hypothesis that the communication system within the team significantly influences the its effectiveness. The key question that needs to be answered is: what conditions does the project leader need to create in order to maximize the positive and minimize the negative effects of teamwork? While at first glance this hypothesis might seem obvious, detailed analysis does not lead to decisive conclusions. While executing the project, teams could use different communication methods to both define the project tasks as well as evaluate results. The effectiveness of various communication methods can be very different; therefore, we want to prove the hypothesis that:

Organizational Culture for Knowledge Management Systems

2010 ◽  
pp. 52-67 ◽  
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

scholarly journals What does a Project Manager Need to Know about Soft Skills?

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Jinzhao Tian
Keyword(s):  
Project Management ◽  
Soft Skills ◽  
Project Managers ◽  
Project Teams ◽  
Soft Skill ◽  
Team Members ◽  
Wide Range ◽  
The Face ◽  
The Impact ◽  
Insight Into

In the face of ever-increasing globalisation, the question of how to manage project teams efficiently andsuccessfully was never likely to be settled easily. It has been shown that 92% of project team members believe that softskiils are needed in their teamwork, 60% think that soft skill impacts project management, and 83% hold the view thatsoft skill is relevant to the performance of project teams. The research aims to help overseas project managers to obtaingreater insight into the impact of soft skill on project teams and so manage them more effectively. The introduction contextpresents the general concepts of soft skills and project management. Through a wide range of cases and examples ofproject teams, the impact of those skills on project teams will be explored.

Organizational Culture for Knowledge Management Systems

2010 ◽  
pp. 441-456
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Organizational Culture for Knowledge Management Systems

2011 ◽  
pp. 1696-1711
Author(s):  
Andrew P. Ciganek ◽  
En Mao ◽  
Mark Srite
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Influence Factors ◽  
Primary Objective ◽  
Three Dimensions ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Organizational Cultures ◽  
Open Communication ◽  
Culture Influence

Knowledge is increasingly being viewed as a critical component for organizations. It is largely people-based and the characteristics of groups of individuals, in the form of organizational cultures, may play a key role in the factors that lead to either the acceptance or rejection of knowledge management systems (KMS). The primary objective of this research is to explore how dimensions of organizational culture influence factors that lead to the acceptance of KMS. While researchers have agreed that culture plays an important role in KMS, the literature has only recently begun to examine organizational culture within this context. We examined the effects of three dimensions of organizational culture through a research model that was tested and analyzed utilizing a field survey of corporate knowledge management users. Our results indicated that both process-oriented and open communication system organizational cultures significantly influenced the factors that led to the acceptance of KMS.

Managing Multiple Projects

2006 ◽  
pp. 351-384
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
It Governance ◽  
Project Teams ◽  
It Projects ◽  
Project Management Office ◽  
Team Members ◽  
Policies And Procedures ◽  
It Project ◽  
Global Projects

Managing IT projects and being on an IT project team used to be simpler. PMs typically had one project to manage, and team members were on only one team. All the team members were located in close geographic proximity, and the work was all done at the workplace. Currently the project landscape has become much more complex, where everyone is concerned with multiple projects and teams may be spread out all over the world. The business needs of cutting costs and being quicker to market have increased the pressures on project teams and their managers. According to the “Chaos Report” from the Standish Group (2004), unqualified IT project success only occurs in about one third of IT projects,. To improve this success rate, many associations (such as the IT Governance Institute) and companies are investigating broad IT governance issues. In regard to project management, these broad issues include such matters as project portfolio management, corporate-wide comprehensive standard project policies and procedures, and project knowledge management. As a vehicle for such consolidation and standardization and to deal with the complexities of project teams, companies have started to establish a Project management office (PMO). The PMO, its key current functions, and the future role of the PMO in global projects, project management maturity, Web portals, and strategic planning are discussed further in this chapter.

Project Management in Enterprises

2009 ◽  
pp. 2461-2471
Author(s):  
Cezary Orlowski ◽  
Zdzislaw Kowalczuk
Keyword(s):  
Artificial Intelligence ◽  
Decision Support ◽  
Project Management ◽  
Decision Support System ◽  
Support System ◽  
Project Teams ◽  
Software Project ◽  
Team Members ◽  
Planning And Control ◽  
And Control

The article discusses how the knowledge of management and artificial intelligence can be used for controlling the budgets and schedules ofsoftware projects. The first part of this paper gives an outline of the problems involved in software project management regarding the planning and control of processes and project teams. Next, an overview of changes in management is presented, followed by a description of a method for how these ideas can be used to solve software engineering problems. Consequently, an example is presented of a decision-support system, designed to aid project-team managers in planning and controlling budgets and schedules and helping the team members to adjust.

Organizing and Managing Data Analytics Teams for Procurement

2020 ◽  
Author(s):  
Benjamin Shao ◽  
Robert D. St. Louis
Keyword(s):  
Best Practices ◽  
Business Strategy ◽  
Data Analytics ◽  
Team Members ◽  
Procurement Process ◽  
Using Data ◽  
And Training ◽  
Different Levels ◽  
The Way

Many companies are forming data analytics teams to put data to work. To enhance procurement practices, chief procurement officers (CPOs) must work effectively with data analytics teams, from hiring and training to managing and utilizing team members. This chapter presents the findings of a study on how CPOs use data analytics teams to support the procurement process. Surveys and interviews indicate companies are exhibiting different levels of maturity in using data analytics, but both the goal of CPOs (i.e., improving performance to support the business strategy) and the way to interact with data analytics teams for achieving that goal are common across companies. However, as data become more reliably available and technologies become more intelligently embedded, the best practices of organizing and managing data analytics teams for procurement will need to be constantly updated.

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