Nowadays, with globalization and the development of information technology, global teams are one of the fastest growing types of teams. Communication technology capabilities have significantly reduced the cost of team management and remote collaboration. Current management science has a broad theoretical basis for managing teams that are physically located in one place, but there is much less understanding of how leaders can effectively manage global teams. Company X is a global management consulting, technology services and outsourcing company. All company projects have virtual teams and participants from different countries The goal of this research is to identify and study the factors that influence the success of global project team management and operations in Company X. The research provides answers to the following questions: 1) Which factors impact the project management success at global company X?; 2) What is the impact of a team member’s role and experience on project management success at company X?; 3) What are the cultural differences within the project teams? The data was collected from a survey of two global teams (n=31) at global company X. Team members represent three cultures: Finnish, Indian and Latvian. The analyzed factors were communication, remote communication tools, roles and rules, and trust and cooperation in a multicultural environment. Communication, remote communication tools, and roles and rules showed a statistically significant impact on project management success in global teams. The current role of team members has a negative effect on project management success. No statistically significant differences between cultures were found which supports Cultural Convergence Theory which suggests that two cultures will be more and more like each other as their interactions increase.
The project manager's competences play a crucial role in the success of different projects. Based on the Individual Competence Baseline 4th Version ICB4, established by the International Project Management Association, a board game "Sea wolf" Version 4 has been created as a tool for project manager's competences and project management teaching. To develop professional competence, students must understand the essence of the competence, roles and responsibilities of the team members, the necessity of teamwork, as well as project management principles. This study aims to research the results of the project management competences board game "Sea wolf" to clarify the learning outcomes for the participants and further project management teaching. This study will answer the following research questions, namely: 1) What are the key learning outcomes for the participants of the game? 2) Which competences are understood by the participants best, during the game? 3) What socio-demographic factors for the participants may correlate with the results of the game? The study was undertaken from November 2018 to January 2019. The game was played by 47 teams, that is 253 participants. The participants were project management students with differing levels of knowledge and experience. The game results were fixed on each team summary page and analysed. The results show that students improved their teamwork skills, understood the essence of project management competences and basic project management principles. Younger participants and participants with no previous educational education in project management achieved better results.
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