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Typical failures and risks per project types
Published in Ondřej Bothe, Ondřej Kubera, David Bednář, Martin Potančok, Ota Novotný, Data Analytics Initiatives, 2022
Ondřej Bothe, Ondřej Kubera, David Bednář, Martin Potančok, Ota Novotný
We need to realize and explain that different project parts are managed differently, focusing on different aspects in different streams. We need to explain this not only to stakeholders (which is critical) but also to the delivery team as there could be internal competition. We need to define different WoWs, standards, technical maturity – simply everything we discussed in the book. The team needs to understand that just because another team works differently, their work is not necessarily better or worse. On the other hand, we should make sure the difference in work is not used as an excuse by the delivery team. We need to set up an environment of cooperation and respect in which teams learn one from another and try to move and improve the delivery model together.
Innovation project management
Published in Adedeji B. Badiru, Cassie B. Barlow, Defense Innovation Handbook, 2018
The types of cooperation required for a successful product development include functional cooperation, social cooperation, legal cooperation, administrative cooperation, proximity cooperation, dependency cooperation, lateral cooperation, vertical cooperation, and imposed cooperation. Some of these are possible only in certain types of project scenarios. Following are some guidelines for securing cooperation for innovation: Establish achievable goals for the project.Clearly outline individual commitments required.Integrate project priorities with existing priorities.Allay the fear of job loss due to innovation products compared to traditional manufacturing.Anticipate and preempt potential sources of resource conflicts.Remove skepticism by referring to earlier communication of the merits of the project.
Change agents in urban transformation
Published in Manuel Couceiro da Costa, Filipa Roseta, Joana Pestana Lages, Susana Couceiro da Costa, Architectural Research Addressing Societal Challenges, 2017
The phenomenon of distributed leadership is strongly evident in practice. Collaboration, co-creation and participation will continue to increase. Expertise will materialise through contribution and interaction. Today, leadership is examined through collaboration, interaction and multiple operators. The examination focuses on leadership in processes. It is important to be able to see the whole and its parts at the same time. Leadership develops through cooperation and discussion. An ability to see beyond what is familiar and adapt to change is key for success and even survival in a rapidly changing world. Various different forms of distributed leadership can be found in urban development processes. They can be seen in the operations of rapidly adaptive urban activism, arising from the grassroots level, but they are also increasingly embedded in more formal urban development. The interesting future research topics include clarifying the understanding of the roles and dynamics of city development.
Centrality of a communication network of construction project participants and implications for improved project communication
Published in Civil Engineering and Environmental Systems, 2021
Roman Trach, Marzena Lendo-Siwicka
Researchers often use tools of network analysis to study the relationships between the participants in a construction project. Studies of the prospects for using network analysis in construction are diverse. One of the first articles concerns communication problems between the main participants in a project (client, Project Managers, architect and contractor) (Loosemore 1998). Hossain (2009) studied the centrality measures and relation between actor’s structural position in the communications network and his or her ability to coordinate projects. Abbsaian-Hosseini, Liu, and Hsiang (2019) proposed an analytical approach by combining SNA and work plan variation analysis. The authors calculated a measure of the degree of centrality for each employee. The results indicated that there is a positive association between the centrality measure and the amount of work plan variability in employee faces. Chinowsky and Songer (2011) analysed construction project networks and noticed that there were social and informational relationships between the project participants. The authors say that successful teams demonstrate a high level of communication between team members and a high degree of cooperation. The prospects for using network analysis to identify network gaps were also investigated (El-Sheikh and Pryke 2010).
The Effect of Leadership and Teamwork on ISD Project Success
Published in Journal of Computer Information Systems, 2021
Junyoung Oh, Hwansoo Lee, Hangjung Zo
The complexity of the project structure depends upon the size of the IT project. The size of the project also increases the number of team members, which may impair collaboration and communication. The size of a project often makes project management a complex and ongoing process, making it difficult to bring out the capabilities of all the team members. Transformational leadership addresses this complication by presenting a vision to the members of a team and motivating voluntary efforts.23 Transformational leadership creates a cooperative team atmosphere among members, encouraging active communication and information sharing to achieve shared goals.78 Additionally, this leadership style has been proven to contribute to enhancing cooperative interdependence among teams to achieve common goals.79 Therefore, our first hypothesis is as follows: H1: Transformational leadership is positively associated with teamwork quality in ISD projects.
Research collaboration model in academic social networks
Published in Enterprise Information Systems, 2019
Dinh Tuyen Hoang, Ngoc Thanh Nguyen, Van Cuong Tran, Dosam Hwang
Given collaboration between scientists, we find that three scenes significantly affect their collaboration in research. First, in terms of knowledge, a scientist usually desires to know other scientists who have similar research topics and strong reputation in the academic social network. We call this knowledge-based collaboration. Second, in terms of acquaintances, a scientist often knows and collaborates with other scientists through familial relationships such as colleagues, attending organisations, attending events or through common collaborators. This is called acquaintances-based collaborations. Third, in terms of cooperation for economic benefits, collaboration is advantageous to the commercial product and process development. We call this economic-benefit collaboration. Such research collaborations are necessary because many research collaborations occur among industrial firms. Nevertheless, most research collaborations do not focus on industrial companies. This is mainly because companies are not often eager for others to study them, especially when they have business secrets or particular knowledge or technology at stake. The above three models are not mutually exclusive.