Top PDF The Use of Virtual Project Teams for Project Management in Jordanian Corporations

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

Jordanian companies need virtual project teams that can use advanced technology to solve problems and make specialist multi perspective decisions when working across different and distance location. The main mission of the team is to make decisions through interdependent specialists and perspectives. In terms of its use and application, the virtual project team is a difficult challenge for Jordan corporations. This study aims to explore such applications and to detect which factors face virtual project teams in the Jordanian situation. The author focused on how to explore and gain a deeper understanding from a virtual team’s perspective, and team members’ opinions of the factors in the organization that support or hinder the mission. More specifically, this research sought to discover precisely which factors in an organization support virtual project teams, and how they can develop a support system which enables their work in an Arab environment. The main objective was to identify the effects of all factors on the efficiency of virtual teams. The research used empirical case studies from three Jordanian corporations in the communication sector which operate in a high-tech environment, and used surveys to collect data. Structured interviews with both management and team members during the study discovered that the use of virtual teams within Jordanian companies is still limited, and detected that the main factors which hinder their development in many corporations is the level of trust in the ability of virtual teams, together with the high level of centralized decision making in Jordanian corporations. Additionally, communication and coordination affect the execution of work processes and methods for virtual teams, together with a general weakness which exists in terms of infrastructure, resources and technology within the corporation, which then impacts on the efficiency of virtual team work.
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en 0104 530X gp 0104 530X2208 15

The use of the “hard” and “soft” dichotomization in Project Management as well as their negative implications for the development of ield research has been pointed out as relevant research gaps (Gustavsson & Hallin, 2014). Concerning the abovementioned differences in management styles, behavioral aspects are not exclusive to a speciic method since they are inherent to individuals who are members of a project team regardless which management style is employed. Behavioral aspects can be understood as a set of concepts related to values, attitudes, perceptions and learning that enable a possible analysis of collective and individual behaviors (Stepanski & Costa, 2012). The framing of behavioral aspects would be more robust on the soft side of Project Management deined by Liu et al. (2011) as the “human side”. In many ways, behavioral aspects inluence the form in which team members communicate, interact and engage with others, carry out their activities, report themselves as well as perceive their objectives and project success. Moreover, these aspects impact individuals’ perception of adaptation or not to culture and organizational aspects as well as how individuals perceive leadership roles. Thus, distinct behavioral aspects not only affect how activities are executed, but are inhibitors or facilitators of such activities. Consequently, behavioral aspects are necessary elements in projects when well assessed, recognized, processed and driven by management teams throughout the project life cycle. Therefore, behavioral aspects are the ways in which individuals opt to deploy energy in order to generate their behavioral characteristics.
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Análise da cultura organizacional no gerenciamento de projetos

Análise da cultura organizacional no gerenciamento de projetos

Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.
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Technology Use in the Virtual R&D Teams

Technology Use in the Virtual R&D Teams

Virtual teams are defined as “small temporary groups of geographically, organizationally and/or time dispersed knowledge workers who coordinate their work, mainly with electronic information and communication technologies to carry out one or more organization tasks” (Ebrahim et al., 2009b). Virtual R&D team is a form of a virtual team, which includes the features of virtual teams and concentrates on R&D activities (Ebrahim et al., 2011). The members of a virtual R&D team use different degrees of communication technology to complete the research without space, time and organizational boundaries (Nader et al., 2010a, Husain and Yong, 2009). “We are becoming more virtual all the time!” is heard in many global corporations today (Chudoba et al., 2005). On the other hand, New Product Development (NPD) is widely recognized as a key to corporate prosperity (Lam et al., 2007). The specialized skills and talents needed for developing new products often remain locally in pockets of excellence around the company or even around the
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Cloud Services for Collaborative Web Based Project Management System

Cloud Services for Collaborative Web Based Project Management System

The central idea behind our application is to prevent and mitigate the effects of software project failure due to lack of essential parameters such as user input, incomplete requirements & specifications , changing requirements & specifications , unclear objectives of project which usually occur due to lack of communication between the client and remotely situated software development teams. Our application aids in providing an environment to manage change and configuration requirements and a system that is designed to give you visibility into the development process that will help you maintain total control of the application lifecycle .It will serve as a base platform between the client and remotely situated teams as well as all stake holders of the project can monitor project development progress. Cloud based P.M.S. will definitely enhance the productivity and success rate of software development. And the important feature is that it can provide SAAS. Thus, the user can use these services according to their requirement.
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Developing Festival Management Studies: How a framework will further assert this field as an emancipated management discipline

Developing Festival Management Studies: How a framework will further assert this field as an emancipated management discipline

These phases, derived from traditional project management methodology, show a sequence of activities that need to be applied in a determined order to properly carry out the event (Rutherford Silvers, 2007). Firstly, the overall festival needs to be defined during the initiation phase. This is a development phase where goals and objectives will be determined to set the theme for the following phases. Then, planning of the festival can begin, where all the necessary steps and tasks will be defined to ensure a well-organized event. The implementation phase subsequently puts the previously established plan into motion and gathers all necessary resources to achieve the final output. After, comes what the author designates as the event phase but what will be called the festival phase for the purpose of establishing a framework specifically for festival management. This is the phase where the event will actually take place and where the results will be evaluated. Finally, the closure phase will wrap up everything and see the festival come to an end.
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	Field Cancerisation of the Upper Aerodigestive Tract: Screening for Second Primary Cancers of the Oesophagus in Cancer Survivors

Field Cancerisation of the Upper Aerodigestive Tract: Screening for Second Primary Cancers of the Oesophagus in Cancer Survivors

multiple synchronous and/or metachronous cancers of the oesophagus, lungs, and head and neck region (i.e. oral cavity, oropharynx, hypopharynx, or larynx). 90% of the tumours in head and neck are squamous cell carcinomas, and at least 75% of them are attributable to the combination of tobacco and alcohol consumption. The odds ratio of OSCC may be as high as 50.1 for those who are both heavy smokers and heavy drinkers in comparison to people who neither drink nor smoke. 13 It has been estimated

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Different studies have analysed the relationship between the PM’s profile and project success (Haggerty, 2000; Lampel, 2001; Brill et al., 2006; Fisher, 2011). Others have compared functional managers and PMs in terms of proile, attributes, and skills (El-Sabaa, 2001) and have identiied the knowledge areas and proile required for the PM in areas such as construction (Fotwe & McCaffer, 2000; Lampel, 2001). Studies on this topic offer different forms of measurement involving different indicators, and one aspect of such studies has been to identify and consolidate the main characteristics discussed in scientiic circles. To that end, a literature search was performed and its result consolidated and summarised to form a questionnaire, as described in the tables in Appendix A. The personal characteristics identiied form a basis for formulating the constructs: knowledge, skills, attitudes, and personality traits.
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Beyond the Myth of Best Practice in Project Management

Beyond the Myth of Best Practice in Project Management

As to reasons related to professional attitudes, the blind following of the best practice approach seems to be most important. In other words, the absence of using theoretical bases for applying the proper project management techniques and tools in a given project context in an appropriate manner (see e.g. Görög, 2003; Görög, 2005). Restating this, following the misleading phenomenon of the so- called best practice, i.e. copying a ‘was-at- one- stage’ successful solution. This approach presumes that both projects and the organisational context of implementing them are the same from project to project, and from organisation to organisation. This approach also presumes that one of those project management techniques and tools (e.g. a certain project organisational arrangement) that can be used to complete the very same project management task (e.g. coordinating a temporary organisation) is better than another. In reality, both projects and their organisational context vary from project to project and, at the same time, from organisation to organisation. Yet it may be that no project management technique and tool that can be used to complete the very same project management task is better than another. Each of them has different advantageous and disadvantageous characteristics and thus each one can be either the best or the worst in a given project context. That is why the phenomenon of merely copying
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Project management in nonprofit organizations

Project management in nonprofit organizations

According to Frame (1999), the idea of competence is closely associated with the idea of capability. This association with capability suggests that competence is concerned with getting the job done. According to Robotham and Jubb (1996, p. 26), the concept of competence has developed “different meanings, and it remains one of the most diffuse terms in the organizational literature”. In today’s management context terminology, competence is about adding value and it is “a collection of knowledge, personal attitudes, skills and relevant experience needed to be successful in a certain function” (Caupin et al., 2006, p. 9). Boyatzis (2008, p. 6) defines competence as, “a capability or ability... a set of related but different sets of behavior organized around an underlying construct”. The project management competences have a positive impact on project performance and on the organization; therefore researchers are increasingly studying this subject.
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Einstein (São Paulo)  vol.10 número4

Einstein (São Paulo) vol.10 número4

objective: Introduce a program for the management of scientific research in a General Hospital employing the business management tools Lean Six Sigma and PMBOK for project management in this area. methods: The Lean Six Sigma methodology was used to improve the management of the institution’s scientific research through a specific tool (DMAIC) for identification, implementation and posterior analysis based on PMBOK practices of the solutions found. Results: We present our solutions for the management of institutional research projects at the Sociedade Beneficente Israelita Brasileira Albert Einstein. The solutions were classified into four headings: people, processes, systems and organizational culture. A preliminary analysis of these solutions showed them to be completely or partially compliant to the processes described in the PMBOK Guide. conclusion: In this post facto study, we verified that the solutions drawn from a project using Lean Six Sigma methodology and based on PMBOK enabled the improvement of our processes dealing with the management of scientific research carried out in the institution and constitutes a model to contribute to the search of innovative science management solutions by other institutions dealing with scientific research in Brazil.
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Direct Research Project for the Masters in Management

Direct Research Project for the Masters in Management

is defined as the process of enlarging people’s freedoms and opportunities and improving their well- being. The HDI measures key dimensions of human development: a long and healthy life, being knowledgeable and have a decent standard of living. The health dimension is assessed by life expectancy at birth; the education dimension is measured by mean of years of schooling for adults aged 25 years and more and expected years of schooling for children of school entering age. The standard of living dimension is measured by gross national income per capita. Lastly, the fourth dimension in the cluster analysis is the logistics performance. This dimension was included in the cluster analysis given to the fact that logistics performance is extremely important to Parfois, given that its market strategy is highly based on fast fashion and thus it must ship new products to every store around the world very often. Accordingly, the Logistics Performance Index (LPI) was used to measure the performance along the logistics supply chain within a country. The LPI measures the efficiency of customs and border management clearance, the quality of trade and transport infrastructure, the ease of arranging competitively priced shipments, the competence and quality of logistics services —trucking, forwarding, and customs brokerage, the ability to track and trace consignments, and the frequency with which shipments reach consignees within scheduled or expected delivery times
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Managing Software Development Projects, The Project Management Process

Managing Software Development Projects, The Project Management Process

Abstract: Software development projects are logically divided into phases that are composing the project life cycle. The name and number of these phases are industry dependent, so they are completely different from one field of activity to another. Typically, the phases are scheduled sequentially but in some cases a project may take clear advantages by running the phases concurrently.

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Sba Controle & Automação  vol.23 número1

Sba Controle & Automação vol.23 número1

For evaluating the written reports, the team that receives the project uses a format that has ten queries; four queries are kept for all deliveries; these queries aim to observe skills for written reports. The remaining queries change according to the project stage. Table 2 presents statements used to as- sess written reports at the second stage of the project in the first control course. Students must send written reports to the virtual campus before the public presentation so their peers and teachers can assess reports in advance. The grade of the written report is collective; the grade is for all the members of team that delivers the project and is concerted by all mem- bers of the team that receives the project, see Figure 4(b). Formats for peer-assessment and self-assessment were also designed. In the peer-assessment on teamwork, teamwork skills are evaluated by co-workers in the project. Members of a team are evaluated by each other. Among other evaluated aspects are: compliance with assigned tasks, participation in team meetings and discussions, identification and solving of difficulties within the team and the contribution for the team- work.
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The human side of project management: an investigation of critical chain concepts in the Argentinean Project Environment

The human side of project management: an investigation of critical chain concepts in the Argentinean Project Environment

The global marketplace is rapidly intensifying. Longer product sales lives, greater profit margins or simply survival, is dependent on management’s ability to create and lead change. Project Management has become an important competency, combined with other business practices to adapt to the trend of changing conditions. Critical Chain is a relatively new project methodology, elaborated by Eliyahu Goldratt in order to complete projects faster, make more efficient use of resources and securing the project deliverables. The methodology is based on the assumption that traditional project techniques such as CPM and PERT, do not recognize critical human behavior. The methodology claims that many project failures are a direct result of how safety is built into the task delivery times, and then wasted by human behavior such as Student Syndrome, Parkinson Law and Multitasking. However, there has been little or no previous research regarding this topic in the Argentine marketplace. This study intended to investigate to what extent the human behavior concepts of critical chain project management are present, by performing in-depth interviews with Argentine project stakeholders.
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PROJECT’S ASSESSMENT PRINCIPLES AND STRATEGIES

PROJECT’S ASSESSMENT PRINCIPLES AND STRATEGIES

• Quality – The implementation of the project must ensure the satisfaction of the needs it was built for, fulfilling the quality standards demanded by the various stakeholders (Baccarini, 1999; Lim and Mohamed, 1999; PMI, 2013). Wysocki et al. (2000) defines quality as a more effective and efficient use of resources, by reducing waste and work repitition. PMI (2013) presents quality as the acknowledgement of the importance of: client satisfaction, preventing negative aspects, management’s responsibility in supplying the necessary resources for success and processing within stages. • Schedule – The project’s schedule determines the period of time within which the project must be completed. Atkinson (1999), Lim and Mohamed (1999), Shenher et al. (1997 and 2001) highlight the importance of project scheduling. Yates and Eskander (2002) identify three basic factors that justify the delay relative to the preset schedule: constant project requirement alterations; development of multiple projects at the same time; lack of communication between various departments.
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The Proceedings of the 10th European Conference on Research Methodology

The Proceedings of the 10th European Conference on Research Methodology

consecutive participation decision in comparison with the alternative of non- participation or postponed participation suggest a low degree of effectiveness by the Portuguese public intervention in the labour market. Moreover, the empirical application of a dynamic propensity score methodology seems to be a quite useful tool for the estimation of dynamic causal effects when the effectiveness of a sequence of participation decisions is tested compared to a distinct sequence of decisions.
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Análise da evolução - complementaridade - sobreposição das normas na área da gestão de projetos

Análise da evolução - complementaridade - sobreposição das normas na área da gestão de projetos

Para desenvolver esta dissertação foi necessário fazer um levantamento do estado da arte, o qual incitou a uma vasta pesquisa bibliográfica. Esta pesquisa foi realizada em prol da necessidade de compreender como as várias áreas da gestão de projetos se inserem nos vários referenciais existentes. Este processo inicial, foi bastante importante e necessário de forma a continuar a fundamentar a finalidade deste projeto de dissertação. Inicialmente foi utilizado como trabalho referenciador o livro “Gestão de Projetos: As melhores práticas”, do autor Harold Kerzner. Este trabalho foi utilizado com o intuito de incorporar uma visão para além do guia de práticas de gestão de projetos, designado por “Project Management Body of Knowledge” (PMI, 2017). Para além da versão utilizada datada de 2017, será também estudada outra edição desta mesma norma, de forma a verificar como as práticas da gestão de projetos estão a evoluir e a ser alteradas. Seguidamente, foi feito um vasto estudo dos vários referenciais existentes. Para a escolha dos 12 referenciais estudado, foi inicialmente procurado alguns dos mais utilizados como é o caso do PMBOK, ISO e PRINCE2. Através desses referenciais, foi visto que outros referenciais as mesmas associações tinham publicado. Posteriormente, foi feita uma pesquisa de que associações eram utilizadas em vários países como a Inglaterra e o Japão. Após um conjunto de referenciais, foram escolhidos quais os que se aplicariam melhor para a gestão de projetos na área das Tecnologias de Informação. Os referenciais estudados foram os seguintes:
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A Knowledge Management Project for the Sustainable Growth of a Workforce Management Team

A Knowledge Management Project for the Sustainable Growth of a Workforce Management Team

On the other hand, tacit knowledge refers to knowledge that is harder to define or to transfer because it is largely dependent of its involving context and has a personal nature (Nonaka, 1994). This perspective of knowledge is only found in the minds of human stakeholders (Botha and Snyman, 2008). This type of knowledge is comprised of cognitive and technical elements. The former consist of mental maps, cultural beliefs, values, attitudes, paradigms and viewpoints, while the latter is composed of concrete crafts and skills, capabilities and expertise to apply on a specific context (Botha and Snyman, 2008). One example of tacit knowledge is knowing how to read a customer and using the correct methodology to approach him/her based on that analysis (Nonaka, 1994). This perspective is often linked to the concept of "know-how" (Brown and Duguid, 1999). Several authors see explicit knowledge as simpler in a way that is not able to carry the richness of the know-how experience that is capable of creating deep-rooted competitive advantage. (Bukowitz and Williams, 1999; Cook and Brown, 1999) Tacit knowledge is seen as more likely to spark breakthroughs in the organization (Wellman, 2009) through thoughts that are more "inconsistent" than "rational" (Hedlund, 1994). Therefore, its absence can result in a deficient capability for innovation (Gamble and Blackwell, 2001). The few that suggest otherwise put a great deal of focus on the impact that technology can have in storing and spreading knowledge, favouring technology enabled knowledge management processes (Bohn, 1994).
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Interaction in virtual environments with the upper body

Interaction in virtual environments with the upper body

Este projeto, intitulado “Interaction in Virtual Environments with the Upper Body”, desenvolveu-se no âmbito da Realidade Virtual e enquadrou-se no projeto “Future Safety Warnings: Virtual Reality in the study of technology-based warnings” financiado pela Fundação para a Ciência e a Tecnologia (PTDC/PSI-PCO/100148/2008) que se contextualiza na área de Ergonomia. Este trabalho foi realizado no Laboratório de Ergonomia (ErgoLAB) da Faculdade de Motricidade Humana da Universidade Técnica de Lisboa, mais especificamente na unidade de Realidade Virtual chamada ErgoVR, e contou com o trabalho de uma equipa multidisciplinar composta por Ergonomistas, Psicólogos, Engenheiros Informáticos, Arquitetos, Designers entre outros. Para suportar todos os projetos realizados no ErgoVR existe um sistema de Realidade Virtual com o mesmo nome.
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