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This thesis investigated the organisational and project levels factors influencing team effectiveness to achieve quality of building projects in the KSA. Team effectiveness outcomes were also investigated. The research employed two data collection stages for quantitative and qualitative analysis. The survey was validated for evaluating perceived team effectiveness factors to achieve quality through the interviews. The principal component analysis and Thematic analysis were utilised. Relationships among team effectiveness factors were explored in the developed conceptual framework. The conceptual framework enables construction organisations to better understand the organisational and project levels influences on team effectiveness to achieve quality.

Agila metoder används främst inom IT-sektorn och syftet med dessa metoder är att uppnå en ökad effektivitet och produktivitet. Metoderna främjar ett närmare samarbete mellan projektgrupper och kund. En ökad involvering av kund inom utveckling resulterar i kontinuerlig återkoppling på resultat och projektgrupper kan enklare försäkra sig om projektet håller sig inom ramen för att nå slutmålet med produkten. Metoderna bidrar även till en ökad flexibilitet och hantering av krav och förändringar som tillkommer under projektets gång. Teorin bakom agila metoder är tydlig, dock saknas studier som visar huruvida teorin stämmer överens med agila metoders användning i praktiken. Denna kandidatuppsats ämnar studera skillnaden mellan dessa. Studien baseras på en kvalitativ undersökning och ett omvänt deduktivt angreppssätt. Tre respondenter med olika yrkesroller inom systemutveckling har deltagit i studien för att ge ett bredare perspektiv. Resultatet visar en överenstämmelse mellan teori och praktik. Teorin beskriver utförligt hur en agil metod bör användas, vilka komponenter och roller som bör inkluderas för att nå ett tillfredställande resultat. Praktiken visar att verksamheter komponerar ihop egna metoder mer anpassade efter verksamheten och dess arbetsuppgifter. Verksamheter utgår från synsättet att ingen enskild metod är prefekt. Slutsatsen baserad på resultatet styrker praktiken, verksamheter undviker den begränsningen som medföljer genom att enbart nyttja en metod. Verksamheter som tidigare inte arbetat agilt inleder med att implementera en metod för att erhålla kunskaper kring hur arbetet bör utföras för att nå ett mer agilt tillstånd och vid ett senare skede utveckla dessa metoder för att anpassa dessa efter verksamheten., Agile methods are most commonly used within system development and allow increased efficiency and productivity. Agile methods promote close collaboration between project groups and customers. Increased involvement of customers in the development process results in continuous feedback on the results, hence, project groups can more easily ensure that project requirements are met. Further, agile methods contribute to increased flexibility and management of requirements and changes that will occur during the project. The theory behind agile methods is clear, however, there are no studies that show whether the theory is consistent with the use of agile methods in practice. This thesis aims to study the difference between theoretical guidelines and the practical use. The study is based on a qualitative and deductive approach. Three respondents with two different professional roles in system development participated in the study to provide a broad perspective. The theory describes in detail how an agile method should be used, what components and roles should be included to yield positive outcome. The practice shows that companies compose their own methods more adapted to the business, based on the view that no single method is perfect. However, companies that have not previously worked agile began to implement a single method for gaining knowledge about how to most efficiently achieve a more agile state and later develop these methods to adapt the to the specific business. These results suggest a consistency between theory and practice. The conclusion based on the results reinforces the practical view, businesses avoid the constraint that comes with using only a single method.

Agila metoder används främst inom IT-sektorn och syftet med dessa metoder är att uppnå en ökad effektivitet och produktivitet. Metoderna främjar ett närmare samarbete mellan projektgrupper och kund. En ökad involvering av kund inom utveckling resulterar i kontinuerlig återkoppling på resultat och projektgrupper kan enklare försäkra sig om projektet håller sig inom ramen för att nå slutmålet med produkten. Metoderna bidrar även till en ökad flexibilitet och hantering av krav och förändringar som tillkommer under projektets gång. Teorin bakom agila metoder är tydlig, dock saknas studier som visar huruvida teorin stämmer överens med agila metoders användning i praktiken. Denna kandidatuppsats ämnar studera skillnaden mellan dessa. Studien baseras på en kvalitativ undersökning och ett omvänt deduktivt angreppssätt. Tre respondenter med olika yrkesroller inom systemutveckling har deltagit i studien för att ge ett bredare perspektiv. Resultatet visar en överenstämmelse mellan teori och praktik. Teorin beskriver utförligt hur en agil metod bör användas, vilka komponenter och roller som bör inkluderas för att nå ett tillfredställande resultat. Praktiken visar att verksamheter komponerar ihop egna metoder mer anpassade efter verksamheten och dess arbetsuppgifter. Verksamheter utgår från synsättet att ingen enskild metod är prefekt. Slutsatsen baserad på resultatet styrker praktiken, verksamheter undviker den begränsningen som medföljer genom att enbart nyttja en metod. Verksamheter som tidigare inte arbetat agilt inleder med att implementera en metod för att erhålla kunskaper kring hur arbetet bör utföras för att nå ett mer agilt tillstånd och vid ett senare skede utveckla dessa metoder för att anpassa dessa efter verksamheten., Agile methods are most commonly used within system development and allow increased efficiency and productivity. Agile methods promote close collaboration between project groups and customers. Increased involvement of customers in the development process results in continuous feedback on the results, hence, project groups can more easily ensure that project requirements are met. Further, agile methods contribute to increased flexibility and management of requirements and changes that will occur during the project. The theory behind agile methods is clear, however, there are no studies that show whether the theory is consistent with the use of agile methods in practice. This thesis aims to study the difference between theoretical guidelines and the practical use. The study is based on a qualitative and deductive approach. Three respondents with two different professional roles in system development participated in the study to provide a broad perspective. The theory describes in detail how an agile method should be used, what components and roles should be included to yield positive outcome. The practice shows that companies compose their own methods more adapted to the business, based on the view that no single method is perfect. However, companies that have not previously worked agile began to implement a single method for gaining knowledge about how to most efficiently achieve a more agile state and later develop these methods to adapt the to the specific business. These results suggest a consistency between theory and practice. The conclusion based on the results reinforces the practical view, businesses avoid the constraint that comes with using only a single method.

Tема управления формированием проектных команд входит в десятку наиболее актуальных в современном менеджменте как в бизнес сфере, так и в образовании. На основе анализа существующих подходов и моделей командообразования, а также полученных эмпирических данных, был разработан пакет конкретных практических рекомендаций, адресованных общеобразовательным организациям, осуществляющим инновационную деятельность. Определена научная новизна: определены сущность и содержание понятия проектная команда, как группы по разработке и внедрению инновационных проектов. Выявлены специфика проектной команды в общеобразовательном учреждении (организационное построение, разнородность состава команды, характер решаемых задач), что расширяет имеющиеся в науке представления о командообразовании в общеобразовательных организациях; разработан алгоритм формирования проектных команд в общеобразовательном учреждении; разработана и апробирована модель управления формированием проектной команды в сфере общего образования; выявлены и обоснованы нормативно-правовые документы, регламентирующие проектное управление в общеобразовательной организации; организацию деятельности проектных команд при разработке и внедрении инновационных проектов; определена эффективная система мотивации креативных сотрудников к участию в проектной деятельности в составе команды., The topic of managing the formation of project teams is among the top ten most relevant in modern management, both in the business sphere and in education. Based on the analysis of existing approaches and models of team building, as well as the empirical data obtained, a package of specific practical recommendations was developed for general education organizations engaged in innovative activities. The scientific novelty is determined: the essence and content of the concept of a project team as a group for the development and implementation of innovative projects are determined. The specificity of the project team in educational institution (organizational structure, the heterogeneity of the composition of the teams, the nature of tasks), which expands the available scientific ideas about team building in educational institutions; the algorithm of formation of project teams in educational institution; developed and tested a model of management of development of the project team in General education; identified and justified legal documents, regulatory project management in educational organizations; organization of project teams ' activities in the development and implementation of innovative projects; an effective system for motivating creative employees to participate in project activities as part of a team is defined.

Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication.

The subject of the article is to determine the hermeneutic aspects in the management of the project team. The hermeneutic aspects of project management should enrich project management technologies and at the same time help relevant specialists to improve the applied methods of project activities. The goal of the article is to determine the tasks of hermeneutics in the general system of project management philosophy, to consider issues of understanding the essence, meaning of the project itself and the nature of the relationship between the customer and the contractors. The objective of the work is to study the hermeneutic aspects of project management, determine the value and place in the general system of behavioral competencies of the project manager, justify the need for a hermeneutic approach in project management and analyze hermeneutic situations in project management practice. Research methods include the principles of the hermeneutic circle, which are the basis of the philosophy of hermeneutics, the application of the hermeneutic approach when using project management technology, approaches to the formation of high socio-psychological competence and understanding of the essence of teamwork, its features and advantages using innovative pedagogical technologies. Methods for solving hermeneutic situations in project management using system analysis technology. Results. At the present stage of social development, design and development of a project management philosophy in general and in its hermeneutic aspects is of great importance. Therefore, in the system of behavioral competencies of the leader, a deep role should be played by his deep understanding of project management technology and the people with whom he has to collaborate. A special role is played by the staging of teaching a behavioral competency course, primarily the clear practical orientation of lectures and an understanding of the degree of conflict and responsibility of potential team members., Предмет статьи состоит в определении герменевтических аспектов в управлении проектной командой. Герменевтические аспекты управления проектами должны обогащать технологии управления проектами и одновременно помогать соответствующим специалистам улучшать применяемые методы и способы проектной деятельности. Целью работы является определение задач герменевтики в общей системе философии управления проектами, рассмотрения вопросов понимания сущности, смысла самого проекта и характера взаимоотношений между заказчиком и исполнителями. Задачей работы является исследование герменевтических аспектов управления проектами, определение значения и места в общей системе поведенческих компетенций проектного менеджера, проведения обоснования необходимости герменевтического подхода в управлении проектами и анализа герменевтических ситуаций в практике управления проектами. Методы исследования включают принципы герменевтического круга, которые являются основой философии герменевтики, применение герменевтического подхода при использовании технологии управления проектами, подходы к формированию высокой социально-психологической компетенции и понимания сущности командной деятельности, ее особенностей и преимуществ с применением инновационных педагогических технологий. Методы решения герменевтических ситуаций в управлении проектами с использованием технологии системного анализа. Результаты. На современном этапе общественного развития важное значение приобретает разработка и развитие философии управления проектами в общем и в ее герменевтических аспектах. Поэтому в системе поведенческих компетенций руководителя-лидера существенную роль должно играть глубокое понимание им технологии управления проектами и людей, с которыми ему приходится сотрудничать. Особую роль играет постановка преподавания учебного курса по поведенческим компетенциям, в первую очередь четкая практическая направленность проведения лекций и понимание меры конфликтности и ответственности потенциальных членов команды. Выводы., Предмет статті полягає у визначенні герменевтичних аспектів в управлінні проєктною командою. Герменевтичні аспекти управління проєктами мають збагачувати технології управління проєктами і водночас допомагати відповідним фахівцям вдосконалювати використовувані методи і способи проєктної діяльності. Метою роботи є визначення завдання герменевтики в загальній системі філософії управління проєктами, розгляду питань з розуміння сутності, сенсу самого проєкту і характеру взаємовідносин між замовником і виконавцями. Завданням роботи є дослідження герменевтичних аспекти управління проектами, визначення значення та місця в загальній системі поведінкових компетенцій проектного менеджера, приведення обґрунтування необхідності герменевтичного підходу в управлінні проектами та аналізу герменевтичних ситуацій в практиці управління проектами. Методи дослідження включають принципи герменевтичного кола, які є основою філософії герменевтики, використання герменевтичного підходу при застосуванні технології управління проектами, підходи до формування високої соціально-психологічної компетенції й розуміння сутності командної діяльності, її особливостей та переваг із застосуванням інноваційних педагогічних технологій. Методи розв’язання герменевтичних ситуацій в управлінні проектами з використанням технології системного аналізу. Результати. На сучасному етапі суспільного розвитку важливого значення набуває розробка і розвиток філософії управління проєктами взагалі та її герменевтичних аспектів. Тому в системі поведінкових компетенцій керівника-лідера істотну роль повинне відігравати глибоке розуміння ним як самої технології управління проєктами, так і тих людей, з якими йому доводиться співпрацювати. Особливу роль відіграє постановка викладання навчального курсу з поведінкових компетенцій, в першу чергу чітка практична спрямованість проведення лекцій і розуміння міри принциповості, конфліктності та відповідальності потенційних членів команди. Висновки. Поширення технології управління пр

Insufficient empirical and theoretical attention has been given to the influence of emotional intelligence (EI) in determining performance and the mechanisms underlying this relationship among project team members in large-scale infrastructure projects. This research explores the association between EI and project performance in the context of large-scale infrastructure projects. Specifically, it proposes a model demonstrating a positive link between EI and project performance through adverse relationships with three negative conflict types (relationship, teak, and process). Further, it hypothesises that trust plays a moderating role. To test the model, we collected data from 365 project team members in large-scale infrastructure projects. The empirical results demonstrate that EI is positively linked to performance in large-scale infrastructure projects, and that this association is facilitated by EI's negative link to three conflict modes (task, relationship, process), which are negatively connected to performance. Additionally, inter-personal trust was found to moderate the negative relationship between conflict and project performance. This paper concludes with a discussion of the research and practical implications of the study's findings, and suggestions for future research directions.

Projects teams have focal role insuring the project success. The project leaders as well plays vital role managing the project team towards project success. If you have good leader, then you have successful project and vice versa. But, when comes to team members great leaders connect with their team by facilitating open communication, encouraging employee growth and development, and giving and receiving feedback (Schooley, 2019). Recent reports from the Federal Competitiveness and Statistics Authority (fcsa.gov.ae) in United Arab Emirates government sector shows that the workers in last three years are different in age. We can find 56 years employee working together with 25 years worker at the same project. Nevertheless, how does it work and what are their needs. Here leadership challenge shows up to mobilize others to get extraordinary things done in the organization (Kouzes & Posner, 2006). One thing is getting the team members work together smoothly without feeling any differences because of the generations' gap. Open-minded leadership approach will works fine with them especially to fulfill everybody level of knowledge, experience, needs, etc. using the right leadership style whether transformational of transactional. This research will acknowledge that there are similarities and difference among different generations and will study the approach for good leadership in this case. Key word: Leadership style, multi-generation, project team, transformational, transactional, public sector

Project teams lack the ability to incentivize engagement. To cope with increasingly dynamic environments businesses adopt temporary organizational forms, such as project teams, that promise more adaptability but not seldom lack clear structures of power and authority. Given that research has repeatedly underlined the importance of engagement for the economic thriving of businesses, project teams seek methods to drive engagement that are within their application scope. This study aims to identify the most effective engagement drivers and to understand what their effectiveness depends on, mainly focusing on individuals’ career orientations. Building on existing work on engagement it asks: What factors engage project members the most and does their career orientation and career self-awareness interplay with the effectiveness of the engagement factors? In this context engagement is defined as being fully involved, characterized by the three states of vigor, dedication, and absorption, across the physical, cognitive, emotional, and social dimension. Based on a review of the literature on engagement, a survey was distributed to the team members of a student project. Afterwards, the participants’ career orientations were identified with an online test. Lastly, a randomly selected group of the participants was interviewed to follow up on survey responses. Analysis of the data suggest: The most effective drivers of engagement address the social dimension of teamwork. The results indicate that it can be distinguished between universal engagement drivers that motivate nearly anybody to engage and conditional engagement drivers which effectiveness depends on the career orientation but not career self-awareness of the individual. Moreover, this study discovered additional characteristics, such as assertiveness, egocentricity, and team- or task-focus that seem to affect the effectiveness of engagement factors. However, more research is needed to further validate the findings and

Insufficient empirical and theoretical attention has been given to the influence of emotional intelligence (EI) in determining performance and the mechanisms underlying this relationship among project team members in large-scale infrastructure projects. This research explores the association between EI and project performance in the context of large-scale infrastructure projects. Specifically, it proposes a model demonstrating a positive link between EI and project performance through adverse relationships with three negative conflict types (relationship, teak, and process). Further, it hypothesises that trust plays a moderating role. To test the model, we collected data from 365 project team members in large-scale infrastructure projects. The empirical results demonstrate that EI is positively linked to performance in large-scale infrastructure projects, and that this association is facilitated by EI's negative link to three conflict modes (task, relationship, process), which are negatively connected to performance. Additionally, inter-personal trust was found to moderate the negative relationship between conflict and project performance. This paper concludes with a discussion of the research and practical implications of the study's findings, and suggestions for future research directions.

Projects teams have focal role insuring the project success. The project leaders as well plays vital role managing the project team towards project success. If you have good leader, then you have successful project and vice versa. But, when comes to team members great leaders connect with their team by facilitating open communication, encouraging employee growth and development, and giving and receiving feedback (Schooley, 2019). Recent reports from the Federal Competitiveness and Statistics Authority (fcsa.gov.ae) in United Arab Emirates government sector shows that the workers in last three years are different in age. We can find 56 years employee working together with 25 years worker at the same project. Nevertheless, how does it work and what are their needs. Here leadership challenge shows up to mobilize others to get extraordinary things done in the organization (Kouzes & Posner, 2006). One thing is getting the team members work together smoothly without feeling any differences because of the generations' gap. Open-minded leadership approach will works fine with them especially to fulfill everybody level of knowledge, experience, needs, etc. using the right leadership style whether transformational of transactional. This research will acknowledge that there are similarities and difference among different generations and will study the approach for good leadership in this case. Key word: Leadership style, multi-generation, project team, transformational, transactional, public sector

Project teams lack the ability to incentivize engagement. To cope with increasingly dynamic environments businesses adopt temporary organizational forms, such as project teams, that promise more adaptability but not seldom lack clear structures of power and authority. Given that research has repeatedly underlined the importance of engagement for the economic thriving of businesses, project teams seek methods to drive engagement that are within their application scope. This study aims to identify the most effective engagement drivers and to understand what their effectiveness depends on, mainly focusing on individuals’ career orientations. Building on existing work on engagement it asks: What factors engage project members the most and does their career orientation and career self-awareness interplay with the effectiveness of the engagement factors? In this context engagement is defined as being fully involved, characterized by the three states of vigor, dedication, and absorption, across the physical, cognitive, emotional, and social dimension. Based on a review of the literature on engagement, a survey was distributed to the team members of a student project. Afterwards, the participants’ career orientations were identified with an online test. Lastly, a randomly selected group of the participants was interviewed to follow up on survey responses. Analysis of the data suggest: The most effective drivers of engagement address the social dimension of teamwork. The results indicate that it can be distinguished between universal engagement drivers that motivate nearly anybody to engage and conditional engagement drivers which effectiveness depends on the career orientation but not career self-awareness of the individual. Moreover, this study discovered additional characteristics, such as assertiveness, egocentricity, and team- or task-focus that seem to affect the effectiveness of engagement factors. However, more research is needed to further validate the findings and

Purpose of the article: The following article consists of two parts. The basis of the first one is a literature study in the field of project team management. The paper presents cumulative information about the project team. Among other things, it provides the basic information, such as the definition of a project team, the composition of the project team and the most popular structures of the project team’s operation in the implemented projects. The second part of the article presents the results of the research carried out on a sample of 73 respondents (who sent back a correctly completed questionnaire) in terms of the impact of the project team on the success of the implemented project. The survey consists of 23 questions. The first three were cafeteria questions, the next two were about the meaning of the project team and the rest was about the survey topic. The analysis was made using descriptive statistics and the whole article is concluded with a summary. Methodology/methods: The only criterion for taking part in the study was project management. The research tool was a questionnaire sent to the respondents by e-mail, following the earlier information contact carried out by telephone or e-mail. The entire research process began with pilot studies. The whole process was divided into three stages. Scientific aim: The aim of the study was to analyse the impact of the project team on the project’s course. Findings: The conclusion that can be drawn after the study is that the project team is one of the most relevant success factors in the whole project management process. Conclusions: The obtained results of the research in the process of analysis and interpretation allow stating that the project team has a significant impact on the entire project. The project team is characterised by such a large impact on the course of the entire undertaking that it can be successfully called the decisive. This means that it can decide about the success or failure of the entire

Human resource management in project activities requires managers at various levels to continuously monitor and control in order to prevent, avoid and reduce the occurrence of conflict situations. According to the results of the analysis of scientific work, it was concluded that in most cases the successful implementation of any project and meeting the needs of its stakeholders depends on the professional and competence abilities, skills and abilities of the project team, as well as the leadership qualities of the project manager and his ability to avoid or prevent conflicts. A new component of project management methodology is proposed, in particular, conflict management research project, which includes the processes of planning project conflict management, conflict identification, conflict analysis, conflict response planning, conflict response implementation and conflict monitoring. The implementation of these processes will allow the project manager and his team to take on a conscious and controllable risk regarding the implementation of the project in order to create value. Conflict within each research project exists on two levels, in particular: individual conflicts that can affect the achievement of one or several project goals, and general conflicts that arise due to a combination of individual conflicts, stresses, problems, etc., and can influence the implementation of the entire project. The project manager must clearly understand the consequences of destructive conflicts and how to improve the impact of constructive conflicts on the project implementation. It is concluded that conflicts can occur throughout the entire life cycle of a research project, therefore project conflict management processes should be implemented continuously from the very beginning of project planning to its successful completion and meeting the goals of stakeholders that are put in front of the project., Управление человеческими ресурсами в проектной деятельности требует от руководителей разных уровней постоянного мониторинга и контроля с целью предупреждения, избегания и снижения вероятности возникновения конфликтных ситуаций. По результатам проведенного анализа научных работ был сделан вывод, что в большинстве случаев успешная реализация любого проекта и удовлетворения потребностей его стейкхолдеров зависит от профессиональных и компетентностных способностей, навыков и умений команды проекта, а также лидерских качеств руководителя проекта и его возможностей избегать или предупреждать влиянию конфликтов. Предлагается новая компонента методологии управления проектами, в частности управление конфликтами научного проекта, которая включает в себя процессы планирования управления конфликтами проекта, идентификации конфликтов, анализа конфликтов, планирования реагирования на конфликты, осуществление реагирования на конфликты и мониторинга конфликтов. Внедрение этих процессов позволит руководителю проекта и его команде брать на себя осознанный и контролируемый риск относительно выполнения проекта с целью создания ценности. Конфликт внутри каждого научного проекта существует на двух уровнях, в частности: индивидуальный конфликты, которые могут влиять на достижение одной или нескольких целей проекта, и общие конфликты, которые возникают из-за сочетания индивидуальных конфликтов, стрессов, проблем, и др., и могут влиять на реализацию всего проекта. Руководитель проекта должен четко осознавать к каким последствиям могут привести деструктивные конфликты и каким образом улучшить влияние конструктивных конфликтов на реализацию проекта. Сделан вывод о том, что конфликты могут возникать на протяжении всего жизненного цикла научного проекта, поэтому процессы управления конфликтами проекта должны осуществляться постоянно с самого начала планирования проекта до его успешного завершения и удовлетворения целей стейкхолдеров, которые ставятся перед проектом., Управління людськими ресурсами у проектній діяльності вимагає від керівників різних ланок постійного моніторингу та контролю з метою попередження, запобігання й зниження ймовірності виникнення конфліктних ситуацій. За результатами проведеного аналізу наукових праць було зроблено висновок, що у більшості випадків успішна реалізація будь-якого проекту та задоволення потреб його стейкхолдерів залежить від професійних та компетентністних здібностей, навичок й вмінь команди проекту, а також лідерських якостей керівника проекту та спроможності його уникати або запобігати впливу конфліктів. Пропонується нова компонента методології управління проектами, зокрема управління конфліктами наукового проекту, яка включає у себе процеси планування управління конфліктами проекту, ідентифікації конфліктів, аналізу конфліктів, планування реагування на конфлікти, здійснення реагування на конфлікти та моніторингу конфліктів. Впровадження цих процесів дозволить керівнику проекту та його команді брати на себе усвідомлений та контрольований ризик щодо виконання проекту з метою створення цінності. Конфлікт всередині кожного наукового проекту існує на двох рівнях, зокрема: індивідуальні конфлікти, які можуть мати вплив на досягнення однієї чи декількох цілей проекту, та загальні конфлікти, які виникають із поєднання індивідуальних конфліктів, стресів, проблем, тощо, та можуть впливати на реалізацію всього проекту. Керівник проекту повинен чітко усвідомлювати до яких наслідків можуть призвести деструктивні конфлікти та яким чином покращити вплив конструктивних конфліктів на реалізацію проекту. Зроблено висновок про те, що конфлікти можуть виникати протягом всього життєвого циклу наукового проекту, тому процеси управління конфліктами проекту повинні здійснюватися постійно із самого початку планування проекту до його успішного завершення та задоволення цілей стейкхолдерів, що ставляться перед проектом.

Purpose of the article: The following article consists of two parts. The basis of the first one is a literature study in the field of project team management. The paper presents cumulative information about the project team. Among other things, it provides the basic information, such as the definition of a project team, the composition of the project team and the most popular structures of the project team’s operation in the implemented projects. The second part of the article presents the results of the research carried out on a sample of 73 respondents (who sent back a correctly completed questionnaire) in terms of the impact of the project team on the success of the implemented project. The survey consists of 23 questions. The first three were cafeteria questions, the next two were about the meaning of the project team and the rest was about the survey topic. The analysis was made using descriptive statistics and the whole article is concluded with a summary. Methodology/methods: The only criterion for taking part in the study was project management. The research tool was a questionnaire sent to the respondents by e-mail, following the earlier information contact carried out by telephone or e-mail. The entire research process began with pilot studies. The whole process was divided into three stages. Scientific aim: The aim of the study was to analyse the impact of the project team on the project’s course. Findings: The conclusion that can be drawn after the study is that the project team is one of the most relevant success factors in the whole project management process. Conclusions: The obtained results of the research in the process of analysis and interpretation allow stating that the project team has a significant impact on the entire project. The project team is characterised by such a large impact on the course of the entire undertaking that it can be successfully called the decisive. This means that it can decide about the success or failure of the entire

Purpose of the article: The following article consists of two parts. The basis of the first one is a literature study in the field of project team management. The paper presents cumulative information about the project team. Among other things, it provides the basic information, such as the definition of a project team, the composition of the project team and the most popular structures of the project team’s operation in the implemented projects. The second part of the article presents the results of the research carried out on a sample of 73 respondents (who sent back a correctly completed questionnaire) in terms of the impact of the project team on the success of the implemented project. The survey consists of 23 questions. The first three were cafeteria questions, the next two were about the meaning of the project team and the rest was about the survey topic. The analysis was made using descriptive statistics and the whole article is concluded with a summary. Methodology/methods: The only criterion for taking part in the study was project management. The research tool was a questionnaire sent to the respondents by e-mail, following the earlier information contact carried out by telephone or e-mail. The entire research process began with pilot studies. The whole process was divided into three stages. Scientific aim: The aim of the study was to analyse the impact of the project team on the project’s course. Findings: The conclusion that can be drawn after the study is that the project team is one of the most relevant success factors in the whole project management process. Conclusions: The obtained results of the research in the process of analysis and interpretation allow stating that the project team has a significant impact on the entire project. The project team is characterised by such a large impact on the course of the entire undertaking that it can be successfully called the decisive. This means that it can decide about the success or failure of the entire

Purpose – helping to bring theoretical knowledge and skills of the joint project activities on practical tasks. We offer algorithm of actions for interactive design activities of students, community, business representatives and public authorities in the sphere of development of territories. We affected the formation of the vision, information, motivation, enthu­siasm. We present the principles of formation of the project team vertically. We focus on the aspects of monitoring, work chat and counseling, the delivery of the project moderator, work on the bugs. We consider such indicators as the number of participants, number of ideas, number of completions projects. We recommend that participants to the interaction, the ability to negotiate. Thus, we give practical recommendations: how to make work in the design office simple, clean and comfortable., Цель работы – помощь в объединении теоретических знаний с навыками совместной проектной деятельности над практическими задачами. Предлагаем алгоритм действий для интерактивной проектной деятельности студенчества, общественности, представителей бизнеса и государственных органов власти в области девелопмента террито­рий. Затрагиваем формирование виденья, работу с информацией, мо­тивацию, вовлеченность. Излагаем принципы формирования команды проекта по вертикали. Акцентируем внимание на аспектах контроля, работы в чате и консультирования, сдачи проекта модератору, работы над ошибками. Рассматриваем такие показатели как ко­личество участников, количество идей, количество доработок проектов. Рекомендуем участникам взаимодействие, умение договариваться. Таким образом, даем практические рекомендации: как сделать работу в проектном офисе простой, понятной и удобной.

Предмет статті полягає у визначені поняття надійності кожного виконавця проекту, а також проектної команди у цілому як однієї з інтегральних характеристик успіху проекту. Мета статті – розкрити значення та місце надійності команди проекту та її учасників в загальної системі поведінкових компетенцій фахівця з управління проектами. Завдання дослідження передбачають, по перше, показати, що надійність проектної команди є однією з важливих характеристик фахівця з управління проектами при формуванні та розвитку ефективної команди проекту. По-друге розглядати поняття надійності виконавців проекту та команди проекту в двох аспектах. Перший з них відноситься до психологічних та психофізіологічних чинників, а другий стосується морально-психологічних чинників таких як обов’язковість, дисциплінованість, доброзичливість, розсудливість тощо. По-третє, розглянути два підходи визначення поняття надійності команди проекту. Методи дослідження включають, по-перше, аналіз ролі надійності в системі поведінкових компетенцій в процесі формування ефективної проектної команди. По-друге, визначення кількісних показників надійності кожного конкретного працівника, а відповідно й команди в цілому, з використанням експертних оцінок. По-третє, визначення рис і якостей, які визначають надійність фахівця. Результати. Надійність проектної команди виступає визначальним показником її можливостей належним чином виконувати завдання проекту згідно вимог замовника. Надійність потрібно розглядати як інтегральну характеристику якості проектної команди при управлінні проектами та її здатності успішно виконувати завдання проектів. Висновки. По-перше, надійність проектної команди визначає її здатність не тільки належним чином виконувати свої стандартні функції і завдання в нормальних умовах, але й зберігати усталеність і високу працездатність у складних проблемних ситуаціях та успішно їх долати, виконуючи обумовлені проектом роботи своєчасно, з належною якістю і в межах бюджету. По-друге, надійність виконавці, Предмет статьи состоит в определении понятия надежности каждого исполнителя проекта, а также проектной команды в целом как одной из интегральных характеристик успеха проекта. Цель статьи - раскрыть значение и место надежности команды проекта и его участников в общей системе поведенческих компетенций специалиста по управлению проектами. Задача исследования заключается, во-первых, показать, что надежность проектной команды является одной из важных характеристик специалиста по управлению проектами при формировании и развитии эффективной команды проекта. Во-вторых, рассматривать понятие надежности исполнителей проекта и команды проекта в двух аспектах. Первый из них относится к психологическим и психофизиологическим факторам, а второй касается морально-психологических факторов, таких как обязательность, дисциплинированность, доброжелательность, благоразумие и тому подобное. В-третьих, рассмотреть два подхода определения понятия надежности команды проекта. Методы исследования включают, во-первых, анализ роли надежности в системе поведенческих компетенций в процессе формирования эффективной проектной команды. Во-вторых, определение количественных показателей надежности каждого конкретного работника, а соответственно и команды в целом, с использованием экспертных оценок. В-третьих, определение черт и качеств, которые характеризуют надежность специалиста. Результаты. Надежность проектной команды выступает определяющим показателем его возможностей надлежащим образом выполнять задачи проекта согласно требованиям заказчика. Надежность нужно рассматривать как интегральную характеристику качества проектной команды при управлении проектами и ее способности успешно решать задачи проектов. Выводы. Во-первых, надежность проектной команды определяет ее способность не только должным образом выполнять свои обычные функции и задачи в нормальных условиях, но и сохранять устойчивость и высокую работоспособность в сложных проблемных ситуациях и успешно их преодолевать, выполняя обусловлен, The subject of the article is the definition of the concept of reliability of each project performer, as well as the project team, is one of the integral characteristics of the project's success. The goal of the article is to reveal the importance and place of the project team and the participants on the behavioral competencies of the project management specialist. The objectives of the study are, first, to show that the reliability of the project team is one of the important characteristics of a project management specialist in the formation and development of an effective project team. Second, the concept of the reliability of the project executors and the project team will be intended in two ways. First of them concerns psychological and psychophysiological factors, while the other concerns moral and psychological factors such as compulsory, discipline, benevolence, prudence, etc. Third, it is necessary to show two approaches to determining the concept of the reliability of the project team. The methods of the study are to involve the analysis of the role of reliability in the system of the behavioral competencies in the process of forming an effective project team. Second, the definition of quantitative indicators of reliability of each particular employee, accordingly, the team as a whole, using expert assessments. Third, the reliability of a person, whether it is a manager or just an ordinary performer, involves the mandatory presence of his certain features and qualities. Results. The reliability of the project team is a key indicator of its ability to execute project tasks properly in accordance with the customer's requirements. The reliability should be considered as an integral characteristic of the project team quality in project management and its ability to successfully execute project tasks. Conclusions. First, the reliability of the project team determines its ability not only to perform its standard functions and tasks properly under normal conditio

Human resources management is an important part of the project management methodology, which regulates the organization, management, and management of the project team. The project team consists of people who have identified the appropriate roles and responsibilities for the project. Members of the project team can have different skills, knowledge and can be attracted to full or part-time employment at different phases of the life cycle of the project. The organizational structure of the project is the basis for the introduction of the principles of teamwork, communications management, stakeholder management, leadership elements, motivation system, etc. At the same time, the problem of risks arising in the process of personnel management reflects the increase in the significance of the human factor in project management. Personnel management is based on the adoption of personnel decisions, which are always taken in conditions of complete or partial uncertainty. Proceeding from this, the main task of the project manager is the need to form an effective team of the project, as well as the organizational structure of personnel management, which will be able to bring the project to completion, create a quality product of the project and meet the wishes of stakeholders. Especially it can help in solving the tasks facing the project team in case of conflicts, problems, and issues. In this case, the leadership qualities of the project manager will come to the rescue, which will allow translating destructive conflicts into constructive ones to improve the internal environment in the project team. Based on this, a conceptual model for the formation of a highly effective scientific project team has been developed, which takes into account the leadership qualities of the project manager to create a business atmosphere in the team and to involve all team members to jointly solve problems., Управление людскими ресурсами является важным разделом методологии управления проектами. Руководителю проекта необходимо сформировать эффективную команду проекта и организационную структуру управления персоналом, которая сможет довести проект до завершения, создания качественного продукта проекта и удовлетворения желаний стейкхолдеров. Особенно это может помочь в случае возникновения проблем и вопросов, для решения которых необходимы лидерские качества руководителя проекта, которые позволят перевести деструктивные конфликты в конструктивные для улучшения внутренней среды в команде проекта. На основании этого разработана концептуальная модель формирования высокоэффективной команды научного проекта, которая учитывает лидерские качества руководителя проекта для создания деловой атмосферы в коллективе и привлечения всех членов команды для совместного решения проблем и задач., Управління людськими ресурсами є важливим розділом методології управління проектами. Керівнику проекту необхідно сформувати ефективну команду проекту та організаційну структуру управління персоналом, яка б мала змогу довести проект до завершення, створення якісного продукту проекту та задоволення бажань стейкхолдерів. Особливо це може допомогти у випадку виникнення проблем та питань, для вирішення яких необхідні лідерські якості керівника проекту, які дозволять перевести деструктивні конфлікти у конструктивні для покращення внутрішнього середовища у команді проекту. На підставі цього розроблена концептуальна модель формування високоефективної команди наукового проекту, яка враховує лідерські якості керівника проекту для створення ділової атмосфери у колективі та залучення всіх членів команди для спільного вирішення проблем та задач.

By referring to the conceptualism of the generation theory, this research observes the collaboration in project teams from a new angel. The theory of generations puts forward the idea, that people who are born in the same period shape a generation. Due to shared experiences, they also develop in a similar way and therefore share certain characteristics. For instance at work, each generation believes in a different value system, ethic and management style. So far, these characteristics are rarely explored in the context of the construction industry. Thus, this research has the overall aim to provide new insights how generational differences affect an individual’s perspective on collaboration. In order to do so the research methodology Q-methodology is applied., Civil Engineering | Construction Management and Engineering

By referring to the conceptualism of the generation theory, this research observes the collaboration in project teams from a new angel. The theory of generations puts forward the idea, that people who are born in the same period shape a generation. Due to shared experiences, they also develop in a similar way and therefore share certain characteristics. For instance at work, each generation believes in a different value system, ethic and management style. So far, these characteristics are rarely explored in the context of the construction industry. Thus, this research has the overall aim to provide new insights how generational differences affect an individual’s perspective on collaboration. In order to do so the research methodology Q-methodology is applied., Civil Engineering | Construction Management and Engineering

Purpose The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types.Design/methodology/approach An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results.Findings Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types.Practical implications The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed.Originality/value This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the “one size fits all” assumption evident in current NSD research. [ABSTRACT FROM AUTHOR]

Purpose The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types.Design/methodology/approach An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results.Findings Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types.Practical implications The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed.Originality/value This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the “one size fits all” assumption evident in current NSD research. [ABSTRACT FROM AUTHOR]

L’objet de cet article est d’étudier un projet d’exploration en mobilisant une théorie sociale de l’apprentissage initialement associée à la communauté de pratique (Wenger, 1998). D’une part, les projets d’exploration sont abordés sous l’angle de l’apprentissage collectif plutôt que de la coordination. D’autre part, l’apprentissage situé ne se réduit pas aux communautés de pratique (Amin et Roberts, 2008). Nous proposons d’articuler projet d’exploration et théorie sociale de l’apprentissage et posons la question suivante : quels enseignements théoriques et empiriques pouvons-nous dégager de l’étude d’une équipe projet d’exploration à travers le prisme d’une théorie sociale de l’apprentissage ? A partir du cas d’une simulation d’exploration martienne, nous montrons que le projet peut être abordé comme une dynamique de structuration qui articule sens, participation et réification. Nos résultats nous permettent de mieux comprendre l’apprentissage collectif en situation dans des projets d’exploration., This paper aims at investigating an exploration project drawing on a social theory of learning usually linked to communities of practice (Wenger, 1998). On the one hand, exploration projects are viewed as a collective learning process rather than a set of coordination mechanisms. On the other hand, situated learning is not limited to communities of practice (Amin and Roberts, 2008). We suggest articulating exploration projects with a social theory of learning to address the following research question: what can we learn, both theoretically and empirically, from studying exploration project teams through the prism of a social theory of learning? We investigate our research question with a field study of a Mars exploration simulation. We show that this project can be viewed as a structuring dynamic that combines meaning, participation and reification. Our results allow refining our understanding of situated collective learning processes in exploration projects., El objetivo de este artículo es estudiar un proyecto de exploración movilizando una teoría social del aprendizaje que, en principio, se asocia a la comunidad de la práctica (Wenger, 1998). Por una parte, los proyectos de exploración se estudian a través del enfoque del aprendizaje colectivo, más que a través del enfoque de la coordinación. Por otra parte, el aprendizaje no queda reducido a las comunidades de práctica (Amin et Roberts, 2008). Nuestra propuesta se basa en articular proyecto de exploración y teoría social del aprendizaje y planteamos la siguiente cuestión: ¿Qué enseñanzas teóricas y empíricas se desprenden del estudio del funcionamiento de un equipo proyecto de exploración a través del enfoque de una teoría social del aprendizaje? A partir de un caso de simulación de exploración marciana, mostramos que el proyecto puede ser abordado como una dinámica de estructuración que articula sentido, participación y cosificación. Los resultados nos permiten comprender mejor el aprendizaje colectivo en una situación de proyectos de exploración.

The subject matter of the article is mathematical models for solving particular problems of selecting candidates for building a project team. The goal is to develop formalized models and methods for assessing the level of the generalized social and professional competence of each employee engaged at a specific type of work of an investment project while building and developing a project team. The objectives are: to formalize decision-making methods; to select the best option on the basis of multicriteria assessment and optimization methods; to analyze the peculiarities of multicriteria assessment tasks in the problems of human resource management; to apply mathematical models of decision making when selecting the most suitable candidates for the project on the basis of the general utility theory. The methods used are: multicriteria assessment and optimization methods, utility function. The following results are obtained. The general task of managing human resources and building a team for a new project was analyzed. The main criterion for involving candidates in the project team appeared to be the qualifications and experience of performing similar work accepted by the organization, but the impact of individual factors of a candidate should be also taken into account. Some methods for solving the task of multicriteria selection with the use of non-formalized experience applied to the tasks of managing the project labour resources are suggested. The suggested method of building a project team is based on the models of multicriteria optimization which, unlike available methods, enable taking into account not only professional competences of employees but also personal and psychological characteristics of candidates in various combinations, which contributes to qualitative performing project tasks depending on specifics requirements of the project. Conclusions. The task of selecting the most suitable candidates for the project on the basis of the general utility theory, Предметом изучения в статье являются математические модели для решения частных задач подбора кандидатов при формировании команды проекта. Цель – разработка формализованных моделей и методов оценки уровня обобщенной социально-профессиональной компетентности каждого исполнителя в конкретном виде работ инвестиционного проекта при формировании и развитии проектной команды. Задачи: формализация методов принятия решений; выбор наилучшего варианта, на основе методов многокритериального оценивания и оптимизации; анализ особенностей задач многокритериального оценивания в задачах управления человеческими ресурсами; применение математических моделей принятия решений при выборе наиболее подходящих кандидатов в проект на основе общей теории полезности. Используемыми методами являются методы многокритериального оценивания и оптимизации, функция полезности. Получены следующие результаты. Проведен анализ общей задачи управления трудовыми ресурсами и формирования команды нового проекта. Установлено, что основным критерием для включения кандидатов в проектную команду является принятая в организации квалификация и опыт выполнения подобных работ, но также необходимо учитывать наличие и влияние индивидуальных факторов кандидата. Предложено методы решения задачи многокритериального выбора с использованием неформализованного опыта в приложении к задачам управления трудовыми ресурсами проекта. Предложенный метод формирования команды проекта базируется на основе моделей многокритериальной оптимизации, который в отличие от существующих методов позволяет учитывать не только профессиональные компетенции сотрудников, но и личностно-психологические характеристики кандидатов в различных комбинациях их сочетаний, что способствует качественному выполнению командой проектных задач в зависимости от специфики требований проекта. Выводы. В работе рассмотрена задача выбора принятия решений наиболее подходящих кандидатов в проект на основе общей теории полезности. Обоснована целесообразность применения к, Предметом вивчення в статті є математичні моделі для вирішення приватних завдань підбору кандидатів при формуванні команди проекту. Мета - розробка формалізованих моделей і методів оцінки рівня узагальненої соціально-професійної компетентності кожного виконавця в конкретному виді робіт інвестиційного проекту при формуванні і розвитку проектної команди. Завдання: формалізація методів прийняття рішень; вибір найкращого варіанту, на основі методів багатокритеріального оцінювання і оптимізації; аналіз особливостей завдань багатокритеріального оцінювання в задачах управління людськими ресурсами; застосування математичних моделей прийняття рішень при виборі найбільш підходящих кандидатів в проект на основі загальної теорії корисності. Використовуваними методами є методи багатокритеріального оцінювання і оптимізації, функція корисності. Отримані наступні результати. Проведено аналіз спільної справи управління трудовими ресурсами і формування команди нового проекту. Встановлено, що основним критерієм для включення кандидатів у проектну команду є прийнята в організації кваліфікація і досвід виконання подібних робіт, але також необхідно враховувати наявність і вплив індивідуальних факторів кандидата. Запропоновано методи розв'язання задачі багатокритеріального вибору з використанням неформалізованого досвіду в додатку до завдань управління трудовими ресурсами проекту. Запропонований метод формування команди проекту базується на основі моделей багатокритеріальної оптимізації, який на відміну від існуючих методів дозволяє враховувати не тільки професійні компетенції співробітників, але і особистісно-психологічні характеристики кандидатів в різних комбінаціях їх поєднань, що сприяє якісному виконанню командою проектних завдань в залежності від специфіки вимог проекту. Висновки. В роботі розглянуто задачу вибору прийняття рішень найбільш підходящих кандидатів в проект на основі загальної теорії корисності. Обґрунтовано доцільність застосування компетентнісного підходу в управлінн

Economic-mathematical model for the formation of a group of employees (project team) for the generation of new organizational knowledge was created. The model implies construction of a integrated assessment for possible project teams and selection of the best one. The model allows taking into account both individual and group indicators of employees. Individual indicators include professional knowledge, education, working experience, intelligence, logical intellect, creative intelligence, self-organization and knowledge, interest and experience in solving similar tasks. The group indicators include social interaction in pairs between group members. The developed model allows taking into account both positive and negative synergistic effect of social interaction. Therefore, considering not only professional and intellectual components, but also synergic effect of social interaction of team members allows formation of the optimal composition of a project team. The specified feature distinguishes the present model from other analogues. The model includes seven stages: from determining the number and all the possible combinations of employees to formation of a project team. The model implies the application of elements of combinatorics to determine the number of possible combinations of groups. In addition, we used expert knowledge and the method of direct assessment for selecting indicators of integrated assessment and selection of weight coefficients. The Harrington scale enabled us to establish the level of experience and knowledge in solving similar tasks. A group of employees was considered as an additive system, so for each group, integral indicator was calculated. The model was implemented on the example, in which 3 employees were selected out of 10 employees of a department. Each of the employees had their indicators of professional, intellectual and social component. According to results of modeling, the highest effectiveness in generation of new organizational, Создана экономико-математическая модель формирования команды проекта. Для комплексной оценки оптимальности состава команды проекта предложено учесть показатели профессиональной, интеллектуальной, социальной составляющей и знания, заинтересованность и опыт решения аналогичных задач. В модели применятся элементы комбинаторики, экспертный опрос и метод непосредственной оценки, Створено економіко-математичну модель формування команди проекту. Для комплексної оцінки оптимальності складу команди проекту запропоновано врахувати показники професійної, інтелектуальної, соціальної складової та знання, зацікавленість і досвід вирішення аналогічних задач. У моделі застосуються елементи комбінаторики, експертне опитування та метод безпосередньої оцінки

Purpose The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types.Design/methodology/approach An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results.Findings Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types.Practical implications The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed.Originality/value This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the “one size fits all” assumption evident in current NSD research. [ABSTRACT FROM AUTHOR]

Purpose - The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types. Design/methodology/approach - An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results. Findings - Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types. Practical implications - The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed. Originality/value - This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the "one size fits all" assumption evident in current NSD research.

Purpose The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types.Design/methodology/approach An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results.Findings Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types.Practical implications The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed.Originality/value This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the “one size fits all” assumption evident in current NSD research. [ABSTRACT FROM AUTHOR]

Purpose The extant new service development (NSD) literature tends to assume that the key practices for NSD identified in one context apply for all services, and has failed to sufficiently consider differences in NSD between service types. The purpose of this paper is to explore the nature of NSD across different service types.Design/methodology/approach An extensive, cross-sectoral survey was conducted in seven countries. Data from 1,333 NSD projects were analyzed to empirically derive a service typology and examine if and how different types of services vary in terms of NSD resources, practices, methods, and results.Findings Based on six service characteristics, the study identifies four service types: routine-intensive, technology-intensive, contact-intensive, and knowledge-intensive services. The study also identifies specific NSD resources, practices, methods, and results that are prevalent across the service typology. The evidence indicates that the use of advanced practices and methods differs dramatically between service types.Practical implications The paper enables practitioners to expand their current understanding on NSD by providing insights into the variability of NSD across service types. The results suggest that either service-type-specific models or a configurable model for NSD should be developed.Originality/value This study provides one of the first empirically derived service typologies for NSD. The study demonstrates that NSD resources, practices, methods, and results differ across service types, thereby challenging the “one size fits all” assumption evident in current NSD research. [ABSTRACT FROM AUTHOR]

Since the change order is part of the construction project, the relationship between change order (variation order) and project team behavior and performance were analyzed and studied before, during and after an event in this research. In addition, In order to understand the concept of change order, this research was identified the factors that generate the change order on the construction project. It is very important to understand the relationship between change and behavior in order to increase the productivity of project team. In order to analyze the hypotheses, a model was designed and helped to generate an interview questions, which used to interview project engineers and project managers in government PM organization. Also many Articles were conducted and reviewed and two case studies were discussed. The findings of this research show both negative and positive impact of change order on the emotion of a project team and that sensation will effect on the project team behavior and performance. Good communication skills and high emotion intelligent are leading to minimize the negative impact.

Since the change order is part of the construction project, the relationship between change order (variation order) and project team behavior and performance were analyzed and studied before, during and after an event in this research. In addition, In order to understand the concept of change order, this research was identified the factors that generate the change order on the construction project. It is very important to understand the relationship between change and behavior in order to increase the productivity of project team. In order to analyze the hypotheses, a model was designed and helped to generate an interview questions, which used to interview project engineers and project managers in government PM organization. Also many Articles were conducted and reviewed and two case studies were discussed. The findings of this research show both negative and positive impact of change order on the emotion of a project team and that sensation will effect on the project team behavior and performance. Good communication skills and high emotion intelligent are leading to minimize the negative impact.

Practicing UCD is vital to helping non-UX practitioners acquire an understanding of this new mindset. An introductory workshop should provide an overview of the UCD process. It should also try to show how UCD relates to the team's current way of working. Although this material can prove valuable, the project team needs to understand that this material alone is not enough to capture the project requirements, and that engaging in user studies brings a newfound, valuable perspective by revealing important patterns for how people work. As UX professionals know all too well, the requirements-gathering stage of the UCD process is of utmost importance but can also be a source of frustration. Gaining access to end users, dealing with language differences during interview sessions, and ensuring the questions asked capture what is needed are only a few of the hurdles that non-UX professionals will quickly learn they need to overcome., QC 20150317

Tato práce bude sloužit studentům jako případová studie, možnost průběhu projektu implementace systému SAP ve výrobním, středně velkém Podniku., This work will serve students like study case, possibility project implementation of SAP within medium-sized production plant., Ústav systémového inženýrství a informatiky, Student seznámil komisi s tématem své diplomové Implementace ERP - SAP pro výrobní podnik. Komise položila otázky: ~Na str. 23 definujete, že se v následné práci budete zabývat pouze fázemi následujícími až po sepsání smlouvy s dodavatelem. Nicméně následně popisujete předimplementační fázi včetně analýzy proveditelnosti. Kdy tedy dojde k sepsání smlouvy? Jaký systém zavádění informačního systému byl použit u případové studie? ~Student na otázky odpověděl.

Joint venture design teams are formed to combine resources and expertise in order to secure multi-discipline engineering design services on major projects. Bringing together resources from two ordinarily competing companies to form one joint team is however challenging as each parent company brings to the project its own organisational culture, processes and team attitudes. This study examined the factors that impact on forming a successful joint venture project team. Three critical areas were identified from an extensive literature review; Joint Venture Arrangements, Parent Companies and Forming the Team; and a survey was conducted with professionals who have worked in joint venture project teams in the Australian building industry in order to identify factors that affected successful joint venture team formation, and the common lessons learnt. This study reinforced the importance of three key criteria - trust, commitment and compatibility - for partner alignment. The results also identified four key lessons learnt which included; selecting the right resources, enabling a collaborative working environment by way of project office, implementing an independent Joint Venture Manager, and allocating work which is best for project with fees reflecting risk where risk is disproportionate.

Title : Cultural influence on decision making in project team : The case of telecommunication industry Level : Master Thesis of Business Administration: Business Management Authors : Etchu Oben Agborsangaya and Maryam Taheri Supervisor : Professor Akmal Hyder Date: 2013 June Purpose : In the last few decades, the effects of globalisation has changed the way many companies carry out their activities. Greater emphasis are now placed on project management in a dynamic and effective atmosphere. As a result of this, companies try to understand how culture influences decision making in project teams in different countries. The purpose of this research is to investigate how culture influence decision making in project teams through an empirical study of telecommunication industry in Nigeria and Sweden by using Hofstede's framework on cultural dimensions. Research Questions : (1) How does culture influence decision making in project teams? (2) what are the similarities and differences in decision making in project teams between Nigeria and Sweden? Approach : The research design for this study includes literature review and qualitative method. The primary data was collected using semi-structured interviews with project managers and workers in project teams. The secondary data was collected through articles, journals and books. Data from the findings were analysed using coding. Results & Conclusions : It was found that culture influence decision making in project teams. In Nigeria, decision making in teams is more relax type because people try to avoid conflict by not hurting another person’s feelings while in Sweden decision making is more of a participating type in which each member in team has to be consulted and a consensus is arrived at before making the decision. Nigerian team values respect for senior colleagues and prefer hierarchy where codes of conduct exist, formality and inflexibility at work when compared to Sweden. 3 Contribution of the study : We recommend

A project manager’s responsibility by and large as a leader is to guide the entire project team, to work towards successful completion of a project according to the predetermined goals. This research study looks into the connection between project planning and project success taking the case of a construction project. This was done by examining to what extent project planning plays a significant role in ensuring a project attains success status. The major aspects of project planning were examined and they include; requirements definition along with development of project specifications as well as project management processes and benefits of project planning. These pivotal aspects of project planning were analysed with respect to project success as far as the end user, the stakeholders and the entire project team are concerned. A number of researchers indicated that at the project planning stage it is quite challenging for the project team, particularly to accurately determine actual project tasks needed to complete a project. However, in reality project planning ensures fundamental facts about a project such as scope, schedule, design and quality likewise budgets are projected for the entire project life, this in turn impacts the rest of the project phases. This is the case as the project plan documents and guides the execution of project activities while taking into account constraints such as time and quality among many others. In the end, this research has established that given the impact of project planning in every project stage and if done well, it can be a good platform to ensure the project team and project activities continually pull in the same direction to make a project successful. More importantly, project success implies a number of things to the project stakeholders, so a broad definition of project success has to be taken into account when embarking on a project.

A project manager’s responsibility by and large as a leader is to guide the entire project team, to work towards successful completion of a project according to the predetermined goals. This research study looks into the connection between project planning and project success taking the case of a construction project. This was done by examining to what extent project planning plays a significant role in ensuring a project attains success status. The major aspects of project planning were examined and they include; requirements definition along with development of project specifications as well as project management processes and benefits of project planning. These pivotal aspects of project planning were analysed with respect to project success as far as the end user, the stakeholders and the entire project team are concerned. A number of researchers indicated that at the project planning stage it is quite challenging for the project team, particularly to accurately determine actual project tasks needed to complete a project. However, in reality project planning ensures fundamental facts about a project such as scope, schedule, design and quality likewise budgets are projected for the entire project life, this in turn impacts the rest of the project phases. This is the case as the project plan documents and guides the execution of project activities while taking into account constraints such as time and quality among many others. In the end, this research has established that given the impact of project planning in every project stage and if done well, it can be a good platform to ensure the project team and project activities continually pull in the same direction to make a project successful. More importantly, project success implies a number of things to the project stakeholders, so a broad definition of project success has to be taken into account when embarking on a project.

Title : Cultural influence on decision making in project team : The case of telecommunication industry Level : Master Thesis of Business Administration: Business Management Authors : Etchu Oben Agborsangaya and Maryam Taheri Supervisor : Professor Akmal Hyder Date: 2013 June Purpose : In the last few decades, the effects of globalisation has changed the way many companies carry out their activities. Greater emphasis are now placed on project management in a dynamic and effective atmosphere. As a result of this, companies try to understand how culture influences decision making in project teams in different countries. The purpose of this research is to investigate how culture influence decision making in project teams through an empirical study of telecommunication industry in Nigeria and Sweden by using Hofstede's framework on cultural dimensions. Research Questions : (1) How does culture influence decision making in project teams? (2) what are the similarities and differences in decision making in project teams between Nigeria and Sweden? Approach : The research design for this study includes literature review and qualitative method. The primary data was collected using semi-structured interviews with project managers and workers in project teams. The secondary data was collected through articles, journals and books. Data from the findings were analysed using coding. Results & Conclusions : It was found that culture influence decision making in project teams. In Nigeria, decision making in teams is more relax type because people try to avoid conflict by not hurting another person’s feelings while in Sweden decision making is more of a participating type in which each member in team has to be consulted and a consensus is arrived at before making the decision. Nigerian team values respect for senior colleagues and prefer hierarchy where codes of conduct exist, formality and inflexibility at work when compared to Sweden. 3 Contribution of the study : We recommend

Tématem práce je projektové řízení a jeho uplatnění v potravinářském podniku. Teoretická část práce se zabývá termíny projektu, druhy projektů a životním cyklem projektu. Životní cyklus projektu je rozpracován do dílčích částí, ve kterých jsou popsány činnosti potřebné pro zajištění co nejefektivnějšího průběhu projektu. Další část se zabývá projektovým řízením obecně, dále jsou uvedeny standardy a certifikace projektových manažerů a organizací. Praktická část práce se zabývá analýzou situace v podniku. Dále je zde analýza jednoho konkrétního projektu v podniku, který je zhodnocen podle teoretických východisek, a jsou navržena možná opatření ke zvýšení efektivity., The main theme of this thesis is the project management and its use in chemical and food industry. The theoretical part deals with project terms, types of projects and project´s lifecycle. The lifecycle is divided into sub-sections, where are subscribed activities, which are needed to cover the most effective process of project. Next part is about managing of project, there are mentioned standards and certifications of project managers and organizations. Practical part deals with an analysis of actual situation in company. There is also an analysis of specific project in company, which is evaluated according to theoretical background, and there are suggested some measures to reach higher efficiency., Katedra ekonomiky a managementu chemického a potravinářského průmyslu, Zmínila jste nějaké nedostatky, ale ve své prezentaci je neuvádíte. Můžete nás s těmito nedostatky seznámit? Kdo dělal vedoucího projektu a kdo byli členové jeho týmu? Na jaké pozici normálně pracuje ten, co byl vedoucím projektu? Je v této firmě tedy projektový manažer? Jaké další návrhy jste ve vaší práci udělala? Co je to "zakládací listina projektu"? Měli by tedy zpracovávat zakládací listinu podrobněji?

The relationship potential of organization’s team initiating the project and the potential of the team of this project is considered, Рассмотрена взаимосвязь потенциала коллектива организации, инициирующей проект, и потенциала команды этого проекта, Розглянутий взаємозв'язок потенціалу колективу організації, що ініціює проект, та потенціалу команди цього проекту

Bakalářská práce se zabývá analýzou projektu Logistics Service Center, který se uskutečnil ve společnosti Foxconn CZ, s.r.o. Teoretická část obsahuje vysvětlení základních pojmů souvisejících s řízením projektu a popsáním životního cyklu projektu. V praktické části jsou uvedeny informace o společnosti a je zde popsán projekt Logistics Service Center. Cílem bakalářské práce je porovnat řízení projektu Logistics Service Center, jak probíhá v praxi ve společnosti, s postupem řízení projektů, které uvádí a doporučuje odborná literatura. Na základě zjištěných informací jsou na závěr uvedeny návrhy a doporučení na zlepšení procesu řízení projektů ve společnosti., The aim of the bachelor work is analysis of Logistics Service Center project, which has been done at Foxconn CZ Ltd. Theoretical part contains explanation of basic terms related to project management and describes project life cycle. The practical part provides information about the company and describes Logistics Service Center project. Another goal of the bachelor work is to compare project management processes of the company with processes which are recommended by literature. In the conclusion of the bachelor work are suggested several recommendations to make improvements in project management process in the company., Ústav ekonomiky a managementu, Studentka seznámila komisi s obsahem bakalářské práce, jejímž cílem bylo porovnat řízení projektu Logistics Service Center ve vybrané společnosti v praxi s postupem řízení projektu podle doporučení v odborné literatuře.

This thesis is a report concerning the practical aspects on exhibition techniques. During an internship at the National History Museum in Stockholm I participated in the work with their new, temporary exhibition Gränslöst - en global utställning på Historiska museet [Boundless - a global voyage of discovery at the National Historical Museum]. I was part of a small project team of museum staff. The purpose of this exhibition was to show how cultures have met and influenced each other throughout history. The National Historical Museum has in its collections and exhibitions several examples of objects that has been imported from or inspired by other cultural areas. The primary goal was to give the visitors a new perspective, to show that these “Swedish” objects have a long history of trading and cultural exchange. Additionally, Gränslöst is an attempt to draw the visitors into the permanent exhibitions; it is not an independent production and shares some characteristics with so- called “Hot spot” exhibitions. My ambition is to describe the planning, implementation and delivery of the exhibition and highlight problems and solutions that arise during that process.

Interpersonal conflict is a research topic increasingly gaining importance in project management. The purpose of this exploratory study was to find out how relationship conflict affects task conflict in projects. The research investigated the styles individuals prefer to handle task conflict with colleagues in bad personal relationship. The influence of four personal characteristic variables (Gender, Age, Work experience and Culture background) on the choice of conflict handling styles were examined at the same time. ROCI-II was used as the data collection instrument. Questionnaires were published through web-based online survey system. 182 valid responses were collected in two weeks. Data was analyzed with statistic software SPSS. The results revealed that integrating, compromising, avoiding, dominating and obliging are the five styles ranked from highest to lowest preferred by individuals to handle task conflicts with colleagues in bad personal relationships. High value of assertiveness and negative value of cooperativeness indicated that in a situation of relationship conflict, individuals are more assertive and less cooperative to deal with task conflicts with colleagues. Results of the study didn't show significant difference among personal characteristic groups. High correlations among conflict handling styles were discovered from this study. Implications of the research findings for theoretical and practical organizations or individuals are provided. Areas and recommendations for future research are suggested.

This thesis is a report concerning the practical aspects on exhibition techniques. During an internship at the National History Museum in Stockholm I participated in the work with their new, temporary exhibition Gränslöst - en global utställning på Historiska museet [Boundless - a global voyage of discovery at the National Historical Museum]. I was part of a small project team of museum staff. The purpose of this exhibition was to show how cultures have met and influenced each other throughout history. The National Historical Museum has in its collections and exhibitions several examples of objects that has been imported from or inspired by other cultural areas. The primary goal was to give the visitors a new perspective, to show that these “Swedish” objects have a long history of trading and cultural exchange. Additionally, Gränslöst is an attempt to draw the visitors into the permanent exhibitions; it is not an independent production and shares some characteristics with so- called “Hot spot” exhibitions. My ambition is to describe the planning, implementation and delivery of the exhibition and highlight problems and solutions that arise during that process.

Interpersonal conflict is a research topic increasingly gaining importance in project management. The purpose of this exploratory study was to find out how relationship conflict affects task conflict in projects. The research investigated the styles individuals prefer to handle task conflict with colleagues in bad personal relationship. The influence of four personal characteristic variables (Gender, Age, Work experience and Culture background) on the choice of conflict handling styles were examined at the same time. ROCI-II was used as the data collection instrument. Questionnaires were published through web-based online survey system. 182 valid responses were collected in two weeks. Data was analyzed with statistic software SPSS. The results revealed that integrating, compromising, avoiding, dominating and obliging are the five styles ranked from highest to lowest preferred by individuals to handle task conflicts with colleagues in bad personal relationships. High value of assertiveness and negative value of cooperativeness indicated that in a situation of relationship conflict, individuals are more assertive and less cooperative to deal with task conflicts with colleagues. Results of the study didn't show significant difference among personal characteristic groups. High correlations among conflict handling styles were discovered from this study. Implications of the research findings for theoretical and practical organizations or individuals are provided. Areas and recommendations for future research are suggested.

Práce se zaměřuje na otázku projektového řízení. Ke spolupráci byla vybrána společnost působící v odvětví automobilového průmyslu. Problematiku řízení projektu ukazuje práce na konkrétním projektu realizovaném společností. V závěru je uvedeno zhodnocení tohoto projektu., The work focuses on the question of project management. A company from automotive industry had been chosen for cooperation. The work shows project management issue on a particular project being realized by the company. At the end of the work there is an evaluation of this project., Ústav ekonomiky a managementu, Studentka seznámila komisi s cíli své práce. Tím byla aplikace projektového řízení při inovaci výrobního procesu. Studentka odpověděla na dotazy týkající se metod hodnocení efektivnosti a vysvětlení interpretace vypočítaných výsledků., Dokončená práce s úspěšnou obhajobou

Tato práce řeší přípravu projektu realizovaného za účelem poskytnutí potřebných kvalitních služeb studentům UTB prostřednictvím Studentské Unie Univerzity Tomáše Bati ve Zlíně. Jsou zde znázorněny podmínky práce organizace a podněty vedoucí k rozhodnutí realizovat projekt. Hlavním předmětem práce je příprava a plán celého projektu na základě výzkumu, jenž tato práce také obsahuje. Jedním z výsledků je komunikační plán pro zavedení nového produktu, kterým je Studentský portál., This work solves preparation of a project realized in order to provide needful quality services to students of UTB through the Student Union of Tomas Bata University in Zlin. There are also presented conditions of work of organization and reasons to realize the project. The principal work is to prepare and plan the whole project on the basis of research that this work also contains. One of results is a communication plan for the introduction of a new product, The Student portal., Ústav marketingových komunikací, obhájeno

The last decade has seen the huge impact of globalization on the way organizations perform their routine activities with a greater than before extent of focus on project management in order to be in sync with the fast changing environment. Therefore the companies are required to understand a national culture’s impact on decision making in project teams in different countries. This thesis investigates the national cultures influence on decision making in project teams in Thailand and India by focusing on IT industry based on Hofstede’s (1980) five cultural dimensional framework. The researchers intend to identify similarities and differences in decision making styles of both countries. Throughout the study, useful lessons for project team on national cultures impact on decision making can be drawn for IT companies in Thailand and India and future mixed-culture teams. It also provides the insight for the project teams to have concern for and understand why people from different cultures act or respond to various situations differently giving high emphasis to decision making process. An empirical qualitative research using semi-structured interviews was conducted from a total of 12 IT project team members in Thailand and India based on their experiences on cultural influence on decision making when working in project teams. The research revealed that there are significant differences in decision making styles of Thai and Indian IT teams, and the differences have strong links with cultural aspects. The results also addressed number of similarities in the decision making styles of Thailand and India. The major implication is that the knowledge of the cultural differences and similarities would facilitate better management of mixed Thai-Indian project teams. Therefore, by keeping in mind the importance as well as the impact of various national cultures and presenting each member with social working knowledge of peers within the mixed-culture team, arguments and conflicts

The last decade has seen the huge impact of globalization on the way organizations perform their routine activities with a greater than before extent of focus on project management in order to be in sync with the fast changing environment. Therefore the companies are required to understand a national culture’s impact on decision making in project teams in different countries. This thesis investigates the national cultures influence on decision making in project teams in Thailand and India by focusing on IT industry based on Hofstede’s (1980) five cultural dimensional framework. The researchers intend to identify similarities and differences in decision making styles of both countries. Throughout the study, useful lessons for project team on national cultures impact on decision making can be drawn for IT companies in Thailand and India and future mixed-culture teams. It also provides the insight for the project teams to have concern for and understand why people from different cultures act or respond to various situations differently giving high emphasis to decision making process. An empirical qualitative research using semi-structured interviews was conducted from a total of 12 IT project team members in Thailand and India based on their experiences on cultural influence on decision making when working in project teams. The research revealed that there are significant differences in decision making styles of Thai and Indian IT teams, and the differences have strong links with cultural aspects. The results also addressed number of similarities in the decision making styles of Thailand and India. The major implication is that the knowledge of the cultural differences and similarities would facilitate better management of mixed Thai-Indian project teams. Therefore, by keeping in mind the importance as well as the impact of various national cultures and presenting each member with social working knowledge of peers within the mixed-culture team, arguments and conflicts