Team management for fast projects: an empirical study of process industries

Abstract

Purpose -The purpose of this paper is to set out to identify key team factors associated with the fast implementation of capital projects. Although scholars theorise that project success depends as much on the effective management of project personnel as on technical management, the project literature is virtually silent on which team practices are pivotal. Design/methodology/approach -Using a model-based quantitative research design, the impact of team management variables on the speed of two different phases of capital project implementation were examined: project execution and project construction. Multi-method data collection included 252 individual surveys, archival documents, and whole team interviews conducted at the closeout of 56 capital projects implemented in four continents by 15 Fortune 500 companies in the process industries. Findings -Empirical analysis revealed that only some of the variables predicted from other literatures (project manager -PM continuity, cross-functional team integration, and PM incentives) were significantly linked to fast schedule outcomes. Some key drivers differed according to temporal phase. Research limitations/implications -Limitations of this study included its cross-sectional design, modest sample size and sampling frame, but the findings clearly demonstrate the value of further research into key team factors for project success. Practical implications -The results suggest that strategic management of project personnel can drive project speed. Phase-linked key team practices are identified for improving time performance in capital projects. Originality/value -This study breaks new ground by exploring whether key team practices are generic and phase-specific, and by identifying specific team drivers of speed for two capital project phases using objective outcome measures.

Leadership and Six Sigma project success: the role of member cohesiveness and resource management

“…However, measuring the performance of teams can be a difficult task (Mendibil and Macbryde 2005). In summary, MC was found to be associated with a critical determinant of team performance (Zander 1979, Evans and Dion 1991, Mullen and Copper 1994, Scott-Young and Samson 2009). This study extends previous research by addressing the impacts of MC on PS.…”

Aspectos comportamentais na gestão de projetos: uma análise bibliométrica (1988-2014)

“…Analyzing Figure 1, it can be observed that Söderlund (2011) andSamson (2009) are the authors with the highest number of references from co-cited articles. As regards Söderlund (2011), this article elaborates a literature review about project management for the last 50 years.…”

Desempenho Organizacional: Integração do Modelo Valor, Raridade, Imitabilidade e Organização com a Gestão de Projetos

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