Complexity and the Process of Selecting Project Team Members

Abstract

The sub-process of selecting team members, as in people not organizations, is not applied. It is however a fact that interconnections and boundaries are formed between individuals within a team and teams as a whole within the project and these cause complexity. Complexity characteristics have been identified and if project practitioners understand how these affect the process of selecting team members they will be able to manage its affects. A study was conducted with construction project practitioners from six organizations, which included questionnaires and interviews and investigated the level of implementation of team member selection and the level of actions taken / techniques used to manage the effects of complexity of interconnections. The results concur with previous findings that existing techniques are not implemented but also confirm that the process is not considered as means to manage the effects of complexity. Based on these findings a framework was developed which not only promotes the process and a number of the existing techniques but also enables practitioners to take appropriate action(s) for the management of the effects of complexity of interconnections using its characteristics.

Member Selection for the Collaborative New Product Innovation Teams Integrating Individual and Collaborative Attributions

“…As proposed by [12], indicators such as individual traits, expertise, experience, knowledge learning and sharing abilities, communication skills and problem-solving skills, etc., should be taken into account as the major factors in taking a decision to select any member into the new product development team. Similarly, it is indicated in Antoniadis's [13] research that working experience, knowledge and skills, and individual traits of candidates should be deemed as the major indicators in selecting members for the project team. Chen and Lin [14] consider the knowledge domain width, teamwork ability, and good interpersonal relationship as the key indicators for team member selection.…”

A partner selection model for collaborative product innovation from the viewpoint of knowledge collaboration

“…Scholars have discussed the decisive criteria that influence partner selection, such as impact, intimacy, vision, compatibility, capability, commitment, trust and relationship (Rackham et al , 1995; Lorange and Roos, 2003; Dodourova, 2009; Sandulli et al , 2017). Antoniadis (2012) considers work experience, knowledge, skills and personality traits the main indicators used to select project partners. Zhang and Zhang (2013) emphasize considering the candidate’s personality characteristics, work experience, knowledge sharing ability and problem-solving ability.…”

Requirements, Influencers and Enablers for Modelling the Integration of Project Management for Improving Construction Site Management Practices for Small and Medium Construction Companies

“…Customer satisfaction has to cover both service and product, and only people make it possible. A construction project is mainly a process of managing people (Fewings, 2013), a highly transient human system where social interaction has prominence (Antoniadis, 2012). Competencies and skills people need for using a PMS should be taken into account, being in this case the construction site manager the person responsible for what happens in site.…”