项目团队工作

项目团队工作介于项目管理和项目领导之间,具有其相应的特性,它包括团队成员情商、动机、反馈、授权、团队发展阶段、沟通、团队决策和冲突等重要因素.优秀的团队领导者善于运用以上各因素,即充分地了解团队成员的情商和动机,循循善诱,引导团队成员为团队目标而奋斗,有效地进行授权和沟通,从而实现团队目标.     

创建和优化项目团队的研究与探讨

本文在论述了职业院校专业建设中项目团队建设重要性的基础上,通过对专业建设过程中创建项目团队的目的、项目团队的主要内容、如何优化的分析,阐述了如何创建和优化专业建设项目团队。     

项目监理机构的团队建设之我见

项目监理机构是在总监理工程师带领下的,不同专业、不同职责的相关个体,为了完成共同的项目目标而开展监理工作所组成的团队。这个团队所具有的价值观,将影响着团队的行为,决定着团队的命运。从"总监"这个团队领导的以身作则,团队成员个人"学习力"形成的团队整体素质,团队制度建设,直至建设一个高效的监理团队着手,试图架构一个充满着道德伦理、公平正义、人格魅力、个人能力、人际关系、管理艺术、共同愿景等方面的文化认同与社会实践基础上的项目监理团队。     

项目冲突管理在南海工程中的应用

项目施工过程中，不可避免地产生冲突，与总包方（或业主）的冲突，与施工公司的冲突，项目团队内部冲突。项目利益相关方对出现问题的不同理解和意见是正常的，不应该回避冲突，更不能压制冲突。项目经理应妥善处理内部冲突，与项目团队团结一致，策略地合理地处理好同外部项目利益相关方的冲突。     

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。     

工程项目团队授权赋能动态调控问题研究

结合工程项目团队授权赋能动态研究,通过分析工程项目施工不同阶段的工作属性、资源获取条件的变化,提出对项目团队授权赋能动态调控的客观需求。然后将团队发展划分为五个阶段即:形成期、震荡期、执行期、高效期、解散期,通过分析不同阶段中能力、团队沟通与团队文化三方面的变化,说明团队逐渐成熟,为团队授权赋能动态性调控提供实施条件。     

浅谈国有施工企业招选策略和方法

为优化国有施工企业的招选方式,取得优质的招选成果,本文就国有施工企业在实际开展招选工作中遇到的难点和痛点进行分析,提出优化招选方式、提高招选灵活度、加强考察和考核力度、优化企业内部制度的策略和方法,择优招选最适合的优秀施工团队、专业分包队伍、材料设备厂商及咨询服务单位,适应当前的市场竞争环境,为项目顺利施工、打造高品质的工程奠定良好基础。     

多专业深化设计中结构专业工作及方法探讨

结合某主题乐园项目的多专业深化设计全过程，归纳总结了结构工程师参与跨专业深化设计承担的具体工作、遇到的各类问题，以及各部分工作对应的计算方法和结果表达，并对本专业及整个深化团队工作改进提出建议，以期帮助项目避免过度设计、节省材料、优化工艺、减少返工等。可供类似项目及EPC项目的设计与管理人员参考。     

定向安置房项目团队冲突管理研究

从建设项目团队冲突管理理论入手,分析了北京某定向安置房项目实施过程中团队冲突管理情况,了解在该项目中团队冲突的形式和成因,并利用相关性分析和回归分析模型,探讨了不同团队冲突管理方式对团队效率的影响,进而提出了建设项目中团队冲突管理的有效意见,倡导团队建立和谐的秩序,促进我国工程建设行业朝着科学化管理迈进。     

浅谈项目经理在施工管理中的作用

通过详细的阐述项目经理在工程施工中如何打造团队开展工作以及如何加强管理提高效能,说明了整个项目施工的组织者和实施者,既要对企业的效益和信誉负责,又要对建设单位的成果性目标负责,在工程施工中起着至关重要的作用。     

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.     

Social outcomes in the construction industry: the case of the Western Australian ‘Percent for Art’ policy

Social outcomes, in particular intangible social outcomes, are generally difficult to achieve in the construction industry due to the predominantly episodic, fragmented and heavily regulated nature of construction that presupposes a tendency towards mainstream construction processes and design. The Western Australian ‘Percent for Art’ policy is recognized for stimulating social outcomes, by creating richer and more aesthetically pleasing social environments through the incorporation of artwork into public buildings. A case study of four Percent for Art projects highlights the role of the Artwork Selection Committee in incorporating artwork into construction. A total of 20 semi-structured interviews were conducted with committee members and policy officers. Data analysis involved a combination of pattern coding and matrix categorization, and resulted in the identification of the committee’s three key elements of collaborative communication, democratic decision-making and project champions. The findings suggest these key elements foster the interaction, communication and relationships needed to facilitate feedback, enhance relationships, create cross-functional teams and lower project resistance, which are all necessary to overcome constraints to social outcomes in construction. The findings provide greater insight into the mechanisms for achieving social outcomes and a basis for future discussion about the processes for achieving social outcomes in the construction industry.     

Project team resilience: The effect of group potency and interpersonal trust

Project teams are likely to work under a high degree of stress and interpersonal demands that usually diminish performance. The ability of a team to prosper in these adverse conditions has been studied using the construct of team resilience, but there is still little knowledge about the determinants of team resilience in a project-based environment. Therefore, we propose a model in which interpersonal trust (i.e., cognition and affect-based trust) and group potency drive the perception of team resilience in project team members. We tested the model in a sample of 214 construction project management team members belonging to 50 teams. Our results suggest that affect-based trust and group potency mediate the relationship between cognition-based trust and project team resilience. We discuss the implications of these results for research on project team resilience and, more generally, how these findings could help enrich the literature on project management.     

Collaboration barriers in BIM-based construction networks: A conceptual model

Building information modelling (BIM) teams, hereafter referred to as BIM-based construction networks, are teams whose possibly geographically dispersed members from various organisations and disciplines, perform project tasks on BIM-enabled projects. In recent years, BIM-based construction networks have progressively become the norm in executing BIM activities on projects. However, even though achieving BIM's full capabilities relies on effective collaboration among the team members in BIM-based construction networks, it is still a struggle for these members to collaborate. Nonetheless, only a few studies have been conducted to identify the barriers to strengthening team collaboration in BIM-based construction networks. To address this gap, the current study, by examining 73 journal articles on collaboration in BIM-based construction networks, builds upon a theoretical review of the literature. A conceptual model is presented to capture the main barriers to collaboration in BIM-based construction networks. The study benefits researchers as well as project managers. For researchers, the conceptual model provides an intermediate theory, namely, a theoretical basis to direct further knowledge creation attempts on the topic. In addition, the conceptual model supports project managers on BIM-enabled projects. That is, it simplifies the knowledge now available for practical applications enabling it to be translated into guidelines and practical instructions on real-life projects.     

Resilience and creative problem-solving capacities in project teams: A relational view

Teams often struggle with their assigned projects and evidence indicates relatively limited project success. Recent research advanced a behavioral perspective to the study of the variance in project performance. We seek to advance this literature by developing and testing a dual-pathway model of project performance. Specifically, we expand on relational coordination theory to suggest that teams can enhance their project performance through two knowledge creation mechanisms – access to knowledge and experiential learning – which underpin resilience and creative problem solving. Results of time-lagged data from project teams indicate that high quality relationships between team members facilitate both experiential learning and access to knowledge, which in turn are positively related to team resilience. Team resilience, in turn, is indirectly related to project performance, through creative problem solving. We advance the extant literature of project management by enhancing our understanding of how relationally coordinated project teams develop capabilities – resilience and creative problem solving – and improve their project performance.     

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.     

Psychosocial aspects of project work: a comparison between product development and construction projects

Different project goals provide different prerequisites for project work and team processes. Two important aspects of project goals are technological certainty/uncertainty and adequacy of goal definition. Product development projects and construction projects are different in these respects. The study explores differences between the two types of projects with regard to psychosocial aspects of the work situation. Data were collected by means of a questionnaire study (n=98). The items in the questionnaire were designed to investigate social processes, individual work environment, and input/output factors. Results indicate that there were more developed team processes in the product development projects, and that co-workers on such projects experienced development of professional skills to a greater extent. In general, social processes requiring conceptual co-operation and communication were less pronounced in the construction projects investigated. The paper discusses how the differences found between the two kinds of projects can be related to work settings. Possible implications for future research are considered.     

虚拟施工的BIM应用:三大高校合作项目

越来越多的设施业主要求项目组移交竣工BIM模型,以便用于建筑的运营和维护。根据项目要求的不同,业主可能将竣工模型建立与移交的责任指派给总承包商。因此,施工队伍的各成员不但越来越需要熟悉BIM建模软件的应用,还需熟悉利用可靠的设施信息支持完整BIM的必要业务流程。竣TBIM模型的创建,要求承包商首先要基于建筑师、工程师和顾问等设计师所提供的图纸和信息的基础上,创建建筑,结构和设备模型。这要求承包商的组织机构内要有一名人员具备各与专业设计模型相关的技能和知识。一旦设计模型被创建(或重新创建),承包商可将这些模型用于开发施工用的BIM模型。一个完整的施工模型通常包括:成本估算,施工进度计划、冲突检测与分析以及现场物流。业主对设施管理用竣工模型提出新增要求,包括添加运营和维护用的具体数据。本文所述项目旨在为了更好地了解,在为业主实施BIM的项目上,承包商对项目所起作用的复杂性。为实现此目标,三所大学合作建立了数个校际团队,从每所学校各抽调一名学生分配至三个团队的一个,充当BIM商业建筑项目BIM应用里的承包商角色。本文从两个方面汇报项目的挑战和细节:导师——项目组织、学习目标和策略,学生——项目组织、团队合作过程以及策略。     

The impact of value diversity on information system development projects

Diversity of personal values among participants in an information system project is typically considered to create harmful team conflict, as do other forms of personal diversity. However, recent research establishes that information and knowledge diversity among project team members contribute to project success, leading one to question accepted thought regarding diversity of values. We model the impact of value diversity on project performance through theoretical layers of diversity, conflict, and teamwork quality. An empirical test supports hypotheses that value diversity adds to both beneficial and detrimental conflict. Project managers should compose teams with diverse project values but must control for potential detrimental effects.