scholarly journals DISTRIBUTED PROJECT TEAM MEMBERS' SOFT SKILLS ASSESSMENT

2020 ◽  
Vol 3 (47) ◽  
pp. 53-67
Author(s):  
Natalia Krasnokutska ◽  
Tetiana Osetrova
Keyword(s):  
Soft Skills ◽  
Economic Value ◽  
Business Environment ◽  
Project Team ◽  
Team Work ◽  
Project Teams ◽  
Distributed Teams ◽  
Maturity Level ◽  
Team Members ◽  
New Business

Today, people are suddenly forced to interact remotely due to the pandemic, while companies around the world are beginning to accept the fact that teams don't really have to work in offices to get the expected results. That is why distributed teams are increasingly becoming the norm in various industries, delivering results, and saving corporate resources. At the same time, new realities have not only changed the way companies work but also changed people's thinking to adapt to working in distributed teams. Especially now, the knowledge and skills of employees are intellectual capital for companies, which is fast becoming a new icon of the economic value of the company. Due to this fact, project workers, those who want to succeed in the new business environment, should learn to work effectively in distributed teams. This will require strengthening soft skills such as leadership, commitment, etc. The article considers the economic and social preconditions for distributed project teams trend formation. The literature on the topic of the distributed team’s efficiency was analysed. Thus, one of the factors influencing the team work efficiency related to the soft skills maturity level among distributed project team members was distinguished. The unified list of soft skills based on world experience is determined. The current state and main trends in the work of project teams are studied, based on which the methodological tools for assessing the maturity level of the project team’s soft skills by project managers at the enterprise were proposed. The levels of soft skills maturity, as well as assessment parameters of each of soft skills, are revealed. The practice of applying the unified soft skills list on the example of a distributed team in the Ukrainian company was evaluated, based on which conclusions about the possibility of its use were made.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

Information systems project teams: factors for high performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 69-83 ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
Team Performance ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Performance Project

Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2016 ◽  
Vol 6 (1) ◽  
pp. 19-37 ◽  
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

scholarly journals Role and impact of social relationships and networks in a software project team environment – a conceptual framework

2014 ◽  
Vol 4 (2) ◽  
pp. 1
Author(s):  
Awie Leonard
Keyword(s):  
Conceptual Framework ◽  
Social Relationships ◽  
Project Team ◽  
Project Teams ◽  
Research Approach ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
It Project ◽  
Research Findings

The establishment of social relationships between information technology (IT) project team members is a phenomenon all IT professionals are exposed to and, in many cases, involved in. Furthermore, these relationships are used by IT project team members for personal as well as professional purposes. The question is what positive or negative contributions do these kinds of relationships have on the project itself? Past studies have placed little focus on these social relationships and networks, and have failed to take cognisance of their importance in the IT project environment. This paper demonstrates that social relationships and networks in the IT project environment play a significant role in project teams and should be managed in such a way that the team members and the project as a whole can benefit from them. A partial grounded theory (GT) research approach was followed. Interpretive patterns from GT enabled inferences to be drawn about the role and impact of social relationships and networks in IT project teams. The research findings provide practical considerations and highlight potential problem areas. A conceptual framework is proposed to support management in decision making and to give them a better understanding of the complexities involved in such relationships.

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:

The Influence of National and Organisational Culture on Knowledge Sharing in Distributed Teams

2020 ◽  
pp. 533-555
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas
Keyword(s):  
Knowledge Sharing ◽  
Cultural Values ◽  
Business Environment ◽  
Organisational Culture ◽  
Distributed Teams ◽  
Cultural Dynamics ◽  
Team Members ◽  
Code Model ◽  
Large Numbers ◽  
Distributed Team

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.

Selecting the Project Teams’ Members. A Challenging Human Resources Management Process for Laboratory Research

2011 ◽  
Vol 495 ◽  
pp. 159-162 ◽  
Author(s):  
Evangelia N. Markaki ◽  
Damianos P. Sakas ◽  
Theodoros Chadjipantelis
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Project Manager ◽  
Project Team ◽  
Project Teams ◽  
Laboratory Research ◽  
Management Process ◽  
Team Members ◽  
Resources Management ◽  
The Way

The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi-technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research.

scholarly journals Digital Newspaper as An Alternative Solution to Maintain The Existence ff Print Media in PT Okt

2021 ◽  
Vol 3 (2) ◽  
pp. 469-482
Author(s):  
Maria Bernadetta Erika Oktoviani ◽  
Florentina Kurniasari ◽  
Rismi Juliadi
Keyword(s):  
Print Media ◽  
Business Environment ◽  
Transformation Process ◽  
Digital Transformation ◽  
Maturity Model ◽  
Maturity Level ◽  
Road Map ◽  
Marketing Process ◽  
New Business ◽  
Digital Newspaper

PT OKT Print Media needs to do a dual transformation to reposition its business to survive in the industry, create a new form of media to reach long distribution distances and to reach market segments that were previously unreachable, as well as to gain new business benefits. The transformation into a Digital Newspaper is carried out by changing the manual marketing process into digital marketing, and creating new html-based media with distribution via data-based and whatsapp. By enriching photos and videos as product development and segmentation that were previously unaffordable, and overcoming the problem of unreachable distribution.There are not many other studies that discuss the digital transformation from physical newspapers to digital newspapers using the Digital Maturity Model (DMM) from TM Forum. Using a 5-dimensional DMM-based questionnaire and 100 samples of customer and employee research, the maturity level of the company's current digital transformation process can be mapped, for the results to be validated by the Commercial Director as the basis for compiling a road map for further improvement. The findings of this study recommend that PT OKT Digital Newspaper uses a digital transformation strategy in the form of Digital Newspaper in order to survive for the purpose of maintaining its existence and adapting to its business environment. 

Arising Problems in Managing Virtual Project: Research on International Virtual Project Team Leaders

2021 ◽  
Vol 51 (1) ◽  
pp. 8-20
Author(s):  
Aistė Kukytė
Keyword(s):  
Qualitative Research ◽  
The United States ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Necessary Condition ◽  
Team Leaders ◽  
Virtual Project ◽  
Virtual Project Teams ◽  
International Companies

Although the prevalence of project teams in international organizations is growing rapidly, while influencing the governance of organizations at the global, regional, and local levels, the response of organizations to such changes has been slower, according to authors A. I. Mockaitis, L. Zander, and H. De Cieri (2018). Organizations need to look at virtual project team development opportunities, methods, tools to learn to work in a multicultural space. The uptake of improvement opportunities for organizations would have a positive impact on many aspects like competition, efficiency, and reputation. In this context, it is important to analyse and research the uniqueness of virtual project teams and the problems arising in the management of these teams, because in the international business environment, the operation of these teams is a necessary condition for business to operate effectively. The article analyses the emerging problems in virtual project team management in international companies. A theoretical overview of possible problems in managing virtual project teams is presented, the results of the performed qualitative research are presented. During the research, managers working in international companies who lead a virtual project team were interviewed using the qualitative research method. The study was conducted in 2019-2020 and involved 9 informants working in Lithuania, the United Kingdom, the United States, Bangladesh, France, Malaysia, and Poland. The results of the study revealed the opinion of virtual project team leaders how these teams differ from traditional teams. The results revealed problems that may arise in the management of virtual project teams, such as misunderstanding and ambiguity of transmitted information, lack of emotion, presence and loss of information, higher time costs for work tasks, different, culturally influenced work principles and etiquette, and loss of personal and work balance boundaries. These problems are addressed in several ways, openly throughout the group, individually or through an external team.

IT outsourcing, knowledge transfer and project transition phases

2019 ◽  
Vol 50 (2) ◽  
pp. 219-246
Author(s):  
Cynthia Denise McGowan Poole
Keyword(s):  
Knowledge Transfer ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Research Software ◽  
Purposeful Sampling ◽  
Study Population ◽  
Opening And Closing

Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.

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