Behavioral Implications of the Project Life Cycle

Adams, John R.; Barnd, Stephen E.

doi:10.1002/9780470172353.ch10

Cited by 29 publications

(40 citation statements)

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“…New uncertainties or unexpected events might occur, which might affect the teams' work. However, modifications should only be made when really required (Adams and Barndt 1983), and interteam coordination should be focused on the exchange of indispensable information (radically changing outputs, schedules) rather than creative discussions. In the design phase, there is less need for intensive cooperation between team members.…”

Section: Interteam Coordination and Teamwork Quality In Different Promentioning

confidence: 99%

“…For a project team to be successful, it has to adjust its level of interaction (internally and externally) to the specific need for interaction. While an adequate level of project commitment seems to be beneficial at any point in time, we suppose that the importance of Following Souder and Moenaert (1992), we distinguish between the early concept stage (also called planning, idea generation, or creation stage) and the later design stage (also called execution or problem-solving stage) (Tushman 1977, Adams and Barndt 1983, Pinto and Prescott 1988, Ancona and Caldwell 1990. In the concept phase, uncertainty is particularly high.…”

Section: Interteam Coordination and Teamwork Quality In Different Promentioning

confidence: 99%

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Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

Hoegl

Weinkauf

Gemuenden

2004

Organization Science

509

422

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Organizations increasingly set up multiteam projects for the development of highly complex products. While team research has emphasized the importance of team-internal processes for smaller scale projects, we know little about collaborative processes (especially between teams) in such large-scale projects. This study utilizes a multi-informant longitudinal research design on a product development project (39 teams, 36 months) in the European automotive industry investigating collaboration between and within teams. The results of the study demonstrate that interteam coordination, project commitment, and teamwork quality as rated by the team members at Time 1 (Month 12; end of concept phase) are significantly correlated to project managers’ ratings of overall team performance at Time 3 (Month 36; end of project). The process variables measured at Time 2 (Month 24; end of design phase) display generally weaker correlations with team performance at Time 3. Multiple regression analyses further detail the effects of collaborative processes within and between teams on different measures of team performance (i.e., overall performance, quality, budget, schedule). The results show that collaborative processes during the project have predictive properties in regard to later team performance and can serve as early warning indicators. Furthermore, the results of this study provide support for our hypotheses predicting positive relationships between interteam coordination, project commitment, and teamwork quality. Theoretical and practical implications of this study are discussed.

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Section: Interteam Coordination and Teamwork Quality In Different Promentioning

confidence: 99%

Section: Interteam Coordination and Teamwork Quality In Different Promentioning

confidence: 99%

Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

Hoegl

Weinkauf

Gemuenden

2004

Organization Science

509

422

View full text Add to dashboard Cite

show abstract

“…. .’ (Adams and Barndt, 1988, p. 209). There are between three and six project phases distinguished in the literature (Adams and Barndt, 1988; Pinto and Prescott, 1988).…”

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confidence: 99%

Managing Task Interdependencies in Multi‐Team Projects: A Longitudinal Study

Hoegl

Weinkauf

2005

J Management Studies

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In this article we examine project-level and team-level managerial functions aimed at managing inter-team task interdependencies and investigate their effect on the performance of teams in a multi-team product development project. We hypothesize that team interface management (a team-level function) performed in the concept phase of a project, rather than the later development phase, is positively related to team performance at the project's conclusion (i.e. product quality, product cost, development budget, development time). Furthermore, we argue that project structuring and support (a project-level function) is important in both the concept and the development phases. We test our hypotheses empirically based on a 36 months longitudinal study of a product development project in the European automotive industry comprising 39 teams. The results show that team interface management is particularly important during the concept phase of the project. Project structuring and support is most important in the development phase of the project, while hindering team performance in the concept phase. Theoretical and practical implications are discussed. Copyright Blackwell Publishing Ltd 2005.

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“…If projects are defined in this context, it could be said that improvisation is simply bad project management, in that it encourages project managers and project team members away from the traditional 'plan, then implement' routines that are enshrined within the project life cycle (Adams and Barndt, 1988). However, a more modern view of project management encompasses many socio-behavioural and political aspects that surround the use of projects within organizations (Morris, 1998;2000, p. 88).…”

Section: Recognition Of Improvisationmentioning

confidence: 99%

Improvisation within the Project Management of Change: Some Observations from UK Financial Services

Leybourne

2006

Journal of Change Management

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This paper investigates the use of improvisation within the project-managed implementation of strategic change in the UK financial services sector. It contains a brief review of the literature relating to the concepts surrounding organisational improvisation, and considers the emerging literature, organizing it in terms of how it relates to project-based management. Attention is then given to possible future directions for research into project-based improvisation. The data that underpins this study is drawn from a qualitative study of six organizations, chosen for their organizational diversity. The common denominator is that they have all undergone significant strategic change, and have all used project management techniques of varying levels of maturity and sophistication to achieve that change. The main finding of this study is that, notwithstanding the dominant project management paradigm of 'plan, then implement', improvisational working practices are embraced enthusiastically, and used extensively, by almost all interview respondents, who spanned a wide range of project-based roles within the organizations. It is also evident that considerable support for such practices exists at the strategic level and that although there are varying levels of commitment, time and opportunity is provided for employees to improvise to develop emerging best practice. Capturing such practice formally is however less formalized, and it often resides only tacitly in employees, especially in the larger organizations who are managing change on many fronts simultaneously.

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Behavioral Implications of the Project Life Cycle

Cited by 29 publications

References 0 publications

Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study

Managing Task Interdependencies in Multi‐Team Projects: A Longitudinal Study

Improvisation within the Project Management of Change: Some Observations from UK Financial Services

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