项目管理中的团队建设

从现阶段项目管理团队建设中存在的问题入手，有针对性的对团队建设的几个重要关注点进行了深刻、详细的研究分析，提出了如何创建一个高效的项目团队，以及团队建设的方法与艺术。这对今后项目管理方法的研究、提高我国项目管理水平都有着十分重要的现实意义。     

建筑施工企业项目建设高效团队的方法分析

本文首先介绍了建筑施工企业项目团队的三个特点，然后对项目团队建设过程中遇到的问题进行分析，从坚持项目团队建设的原则来进一步述说建筑施工企业应该如何建立优质高效的项目团队，对于建筑施工企业的长期稳定发展有着非常积极的意义。     

谈项目管理中的高效团队建设

有效的团队工作是任何成功项目的关键因素,一个项目的成功离不开团队成员,更离不开项目经理的领导能力,本文从七个方面论述了如何建设高效团队,从而达到项目所要求的目的、目标、和价值,其结果是实现一个成功的项目     

工程项目组织的团队建设研究

随着建设工程技术复杂程度不断上升,工程项目组织呈现多元化的特征。建设工程项目组织团队化是建设工程项目的参建方专业协作发展趋势导致的项目组织向柔性化、扁平化变革的适应。通过团队内生化建设、组织环境与团队协作机制建设等不同层面的团队建设工作的实施,可以有效推进项目组织的团队化建设。     

高效项目管理团队建设研究

项目管理是以项目及其资源为主要对象,通过运用一系列系统的理论及其方法,对目标项目进行科学有效的策划、组织、开展和监控,从而实现该项目目标的行之有效的管理体系。在项目管理中,高效的项目团队所产生的价值是不可估量的。在项目管理团队建设中一项重要的环节是项目管理中的人力资源管理,它不仅需要项目经理的高效性,更需要项目团队成员之间共同努力,通力合作来完成。本文的着眼点是从项目团队建设的方法、项目团队建设的重要性入手,对项目管理团队建设进行探讨和研究。     

论项目团队的构建

项目团队作为施工企业的主要组织形式,已经广泛应用于各施工项目中。本文阐明了项目团队的基本特征,探讨了项目团队的构建框架及团队精神的培育,为项目团队建设提供了依据和启示。     

浅论项目管理视阈下的沟通机制建设

项目特点决定了项目团队与日常运营团队迥然不同的组建与运营模式,决定了项目团队运营中沟通的作用和影响.基于项目管理的视角,剖析项目沟通机制的内涵和特点,从个体沟通努力和机制构建两个层面对项目沟通机制的建设做出阐述和说明,以实现项目管理能力的有效提升.     

软件项目研发团队建设探析

软件项目研发是一个团队集体智慧的体现，建立和谐的研发团队不仅有利于提高软件项目研发的效率，提高软件产品质量和成功率，也有利于加强团队成员之间的交流，增进相互之间的了解和友谊。就软件项目研发过程中，有关项目团队建设的重要性、项目团队建设过程和如何建立一个胶冻团队等问题展开分析，探讨软件项目研发团队的建设。     

“PTCT工作法”创建与应用——基于大型装备制造企业项目实践

项目成功受诸多因素影响,对团队建设的有效管理是决定项目是否成功的重要因素。基于对团队建设能力提升的需求,论述了团队建设的一种新方法:"PTCT工作法"。对"PTCT工作法"创建背景、内涵及应用实践进行了详细阐述,并以示例形式来体现"PTCT工作法"在团队建设各阶段的工作内容。实践经验表明,"PTCT工作法"能够实现对团队建设的有效管理。     

项目团队管理的主要影响因素分析

项目团队是项目管理的重要组织形式,项目团队决定项目管理的成败。通过项目团队管理实践,对项目团队管理的影响因素进行分析。主要的影响因素包括项目组长的领导艺术、项目目标、项目团队文化、项目团队成员之间的相互信任、项目团队成员之间的沟通与合作以及适当的奖励,这些因素对项目团队的管理起着至关重要的作用,直接影响项目团队的管理效果和项目管理的成败。     

科研团队内部文化建设探讨

为了有效提高科研团队的竞争力和原创力,须加强团队内部的文化建设。良好的文化氛围可以增进团队成员对团队的认同感、归属感、成就感、责任感和自由感,进而促进科研团队内部和谐以及可持续发展。文章深入研究了营造交融、竞争、信任、协作的团队氛围的机制策略,包括明晰团队自身战略和发展目标,优化管理体系,坚守学术精神与学术传统,科研团体文化氛围建设,建立学术带头人的引导与鼓励机制等几大方面。     

To bridge or to bond? Diverse social connections in an IS project team

Although research has shown that knowledge sharing among project team members is crucial for project performance, achieving knowledge sharing is still challenging. This problem is especially salient in IS project teams. Such teams are temporary organizations that may not progress through the necessary team formation cycle, yet are expected to produce intangible outcomes in a limited time. In this paper, we investigate how bonding and bridging social capital influence knowledge sharing and project performance. Bonding could facilitate cohesiveness within a team and lead a team to achieve project goals. Bridging could facilitate access to various beneficial resources beyond the boundary of a project team, increasing creativity and innovation. However, bridging is costly and can obstruct project performance. Our findings suggest that team members with high bonding social capital are more likely to share their knowledge with their team. Bonding and intention to share knowledge also positively affect project performance. Conversely, bridging social capital can contribute to project performance only through the mediating effect of bonding. This research contributes to theory by empirically examining the two types of social capital and their interdependence, as predictors of knowledge sharing and subsequently project performance. Project managers should form teams composed of members with diverse social connections and consider the balance between bonding and bridging within a team to control the potential disadvantageous effects of bridging social capital.     

The effect of integration on project delivery team effectiveness

This paper investigates the impact that integration can have on teamwork effectiveness within construction project delivery teams. The level of team integration was assessed within selected award-winning delivery teams of completed projects. A similar assessment was made of teamwork effectiveness achieved within the same project teams. The findings of this research reveal that teams with different levels of integration had the same or similar levels of teamwork effectiveness. Thus whilst integration is desirable, it is not the only requirement or condition for improved teamwork within a construction sector context. The findings suggest that the role and value of integration in project teams is unclear relative to other performance enhancing approaches. Further research is recommended to identify the factors and conditions that influence the direct impact of integration on teamwork effectiveness within the project delivery team.     

Team development and performance in construction design teams: an assessment of a hierarchical model with mediating effect of compensation

A high-performance construction workplace invests in its human resources and facilitates their technical and innovation skills through team development. Though team development has been explored in many studies, to date, little research has disentangled how team development and compensation methods enhance team performance in construction companies. Accordingly, team development as a hierarchical, reflective construct, incorporating six associated components was extended and the variables of the model in a nomological network analysed using partial least squares (PLS). As a result, with the help of PLS path modelling, a hierarchical team development construct with the mediating effects of compensation on the relationship between team development and team performance was developed. The research analysis was completed on a sample population of 128 construction design teams and the results lead to the development of a model that shows team development has a significant direct and indirect impact on team performance. The results also confirm the mediating role of group compensation on the relationship between team development and team performance. In general, it is suggested that the design teams achieved better performance when the leaders adapted team compensation methods consistent with the team development practices.     

Meeting challenges with resilience – How innovation projects deal with adversity

Innovation project management is never easy—adversities like budget cuts, fluctuation, and conflicts constantly patter project teams. Recent events of the corona pandemic further complicate matters with restrictions, lockdowns, and uncertainty. This situation urges project leaders and companies to find ways to deal with adverse conditions and simultaneously pursue ambitious project goals. The concept of resilience offers a promising approach for the individual and the project team to deal with adversities. Innovation resilience behaviour aims to enable project teams to identify whether a project is getting off-track and to get it back on track again. This study empirically investigates the relationship between innovation resilience behaviour, project adversities, and project success using 87 innovation project teams. The results show that innovation resilience behaviour positively relates to project success. We further find evidence that innovation resilience behaviour becomes more critical when adversity increases.     

Examining the interdependencies among emotional intelligence,trust, and performance in infrastructure projects: A multilevel study

Regardless of the calls for a distinction between individual and team levels of analysis, studies regarding the multiple-level analysis of emotional intelligence are lacking in the project management literature. This research aims to address this shortcoming by examining the relationships between emotional intelligence, trust, and performance through multilevel analysis. Data were derived from 408 participants from 89 project teams in the large scale projects through three different surveys. We used hierarchical linear modeling and we found that emotional intelligence relates positively to performance and to trust at different levels of analysis. We also found that, at the team level, trust does not mediate the relationship between emotional intelligence and project team performance. This research offers a more realistic and comprehensive picture of the management and recognition of emotional intelligence in teams and individuals concurrently and addresses the implications for project leaders of inspiring individuals and teams.     

The negative consequences of knowledge hiding in NPD project teams: The roles of project work attributes

Knowledge hiding, a unique concept distinct from knowledge sharing, occurs frequently in NPD project teams. Although knowledge hiding has been proven to cause distrust and reduce individual creative performance, little is known about the negative influences of knowledge hiding on team performance in new product development (NPD) projects. Drawing on organizational learning theory and job characteristic theory, this study investigates how knowledge hiding influences project team performance through team learning and the contingent roles of project-based work attributes (i.e. cross-functionality and team stability). Data were collected from a sample of 92 NPD project teams in China. The results revealed that knowledge hiding was negatively associated with project team performance. This linkage was partially mediated by team learning. Team stability played a moderating role in the relationship between knowledge hiding and team learning. Moreover, as team stability increased, the negative indirect impact of knowledge hiding on project team performance was weakened. Finally, theoretical implications, practical guidelines and limitations were discussed.     

A socio-cognitive approach to leading a learning project team: A proposed model and scale development

This article proposes a theoretical model and measurement scale for leading a learning project team. While leadership is largely recognized as one of the most important mechanisms for transferring learning from individuals to projects, there lacks a succinct measurement scale for project members to report on project leaders’ behaviors that promote collective learning in projects. Drawing from rich theories on multilevel learning, socio-cognitive conflicts, and leading diversity, we develop a measurement scale that captures project members’ experiences of how their leaders (a) support the identification and communication of project members’ individual mental models, (b) support the resolution of differences in mental models among project team members, and (c) create opportunities and time for team members to interact with others outside the project team. Collectively, these three dimensions form a new scale for leading a learning project team. We cautiously conclude sound psychometric measurement properties from an initial sample of 94 valid responses to a questionnaire distributed to project members through international professional project management networks. This study highlights the multi-level nature of leading a learning project team and provides tentative empirical support for the reflective three-dimensional scale predicting learning in project teams better than transformational leadership.     

走近京沪高速铁路

2008年春节刚过．各家工程建设机械制造企业的业务销售人员就已经乘坐各种交通工具开始了京沪高速铁路的业务推销与公关。1300多公里的征程才刚刚开始，各大标段的局指挥部，各工区及梁场的主要领导均要一一拜访。许多企业成立了由销售副总亲自挂帅的京沪项目组，也像各施工单位一样，分段划分．专人负责。其实这对于设备企业来说．已经略显滞后。春节前各家混凝土搅拌站生产企业基本已经瓜分了京沪高铁的订单．在春节过后就开始了紧张的供货。     

Dynamics of control in construction project teams

Control is pervasive in construction project environments. The management of projects through various planning and control tools has therefore been described essentially as rebureaucratization which increases control over individuals, teams and organizations through ideologies of efficiency and performativity. Yet certain characteristics of the project setting make it an ideal climate for the empowerment of individuals and teams. The manifestations of control in five construction project management teams involved in two ongoing construction projects in Hong Kong are examined. The interpretive and exploratory focus of the study favoured the use of a qualitative research design and the case study approach in particular. Control is viewed as all devices and systems employed to ensure that acts, behaviours, outcomes and decisions of individuals, teams and organizations are consistent with meeting organizational or project goals, objectives and strategies. The findings indicate that a portfolio of control modes is implemented in project teams comprising both formal (i.e. behaviour‐ and outcome‐based) and informal (i.e. clan‐ and self‐based) control mechanisms which are not necessarily incompatible. While formal control remains the primary control mode, a portfolio of control appears necessary to augment the inadequacies of formal control due to the evolving nature of the project environment.