Measuring project team performance: A review and conceptualization

Pavez, Ignacio; Gómez, Hugo; Liu, Canlong; González, Vicente A.

doi:10.1016/j.ijproman.2022.11.001

Cited by 17 publications

(12 citation statements)

References 194 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…BPM has been employed largely for management optimization in a wide variety of business and management contexts, such as education (Pasaribu et al ., 2021), government (Kasemsap, 2020), real estate sector (Battisti et al ., 2020), digital transformation (Antonucci et al ., 2021) and even used in derived situations as a framework for process reconfiguration, for example as team processes reconfiguration and the measurement of team performance (Pavez et al ., 2022). The definition of projects has evolved over time, though temporality and uniqueness are usually associated with projects.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical success factors for change management in business process management

Idogawa,

Bizarrias,

Câmara

2023

BPMJ

View full text Add to dashboard Cite

PurposeThe purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.Design/methodology/approachKey factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.FindingsProject management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.Research limitations/implicationsAlthough this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.Practical implicationsThe study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.Originality/valueThis study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Critical success factors for change management in business process management

Idogawa,

Bizarrias,

Câmara

2023

BPMJ

View full text Add to dashboard Cite

show abstract

“…Thus, it’s absolutely vital to bolster the performance of the project team in order to ensure the successful completion of the project. 1 Nevertheless, issues such as communication delay and information omission among team members may lead to cost escalation and schedule overruns, thereby undermining overall team performance. 2 , 3 In response to these challenges, an increasing number of studies have explored the adoption of digital technologies to improve communication efficiency and performance.…”

Section: Introductionmentioning

confidence: 99%

“…With regard to performance evaluation, it is advisable to utilize a composite set of criteria that correspond with both the team’s functional objectives and task-oriented goals. 1 , 26 …”

Section: Introductionmentioning

confidence: 99%

Unveiling the Impact of Communication Network on Engineering Project Team Performance: The Interplay of Centralization and Tie Strength

Ding,

Shi,

Xiao

2024

PRBM

View full text Add to dashboard Cite

Purpose Recent research has focused on the impact of communication networks on the performance of construction project teams, attempting empirical exploration from various social network analysis perspectives. However, there is still a significant gap in understanding the variations in performance and the mechanisms for teams using different communication networks. Drawing from organizational learning theory and social network theory, this study, based on the Input-Mediator-Output (IMO) model, explores the effects of the interaction between centralization and tie strength in communication networks on team performance, as well as the mediating mechanisms of knowledge sharing behavior and team resilience performance in engineering project teams. Methods Drawing on classic group communication experiment, we design an online communication and collaboration platform to simulate the execution of a construction engineering project. Finally, data was collected through the communication experiment with 720 participants, and hypotheses were tested using ANOVA and PROCESS. Results The results indicate that under conditions of weak tie strength, centralized communication networks yield higher performance. Conversely, under conditions of strong tie strength, decentralized communication networks demonstrate superior performance. Furthermore, this study also verifies the mediating role of knowledge sharing behavior and team resilience performance when tie strength is strong. Conclusion This study focuses on engineering project team, exploring the evolutionary development of knowledge sharing behavior and team resilience performance from the perspective of the interaction of communication network structural characteristics, as well as the paths to enhancing team performance. Our research results highlight the interactive effects of structural indicators and relational indicators of communication networks, revealing the mechanism by which the structure of communication networks impacts team performance. Additionally, from the perspectives of forming and timely adjusting team communication models, and motivating and supporting employee communication behavior, our study provides practical insights for project managers and relevant administrators.

show abstract

“…The successful performance of projects is measured through their ability to conform to specified scope, time schedule, and budget, with the overarching goal of keeping the key stakeholders satisfied (Shaukat et al, 2022). Therefore, the desired performance of a project is basically the perceptions of stakeholders with regard to project performance (PP) (Pavez et al, 2022). The extant literature on PP indicates that there is currently no specific theory that provides a unique lens into the determinants of project performance.…”

mentioning

confidence: 99%

“…However, most of the studies on PP appear to have relied on the stakeholder theory to develop insights into the factors that may drive project performance (Radhakrishnan et al, 2022). A recent literature review by Pavez et al (2022) on project performance indicates that most of the antecedents of PP have been based on either a resource-based theory, such as the resource-based view developed by Barney (1991), or an organizational capabilities perspective, such as the dynamic capabilities' view developed by Teece et al (1997). However, there seems to be a dearth of peer-reviewed research that provides sufficient insights into the relationship between CT and PP.…”

mentioning

confidence: 99%

Collaborative technologies and project performance in manufacturing in the industry 4.0 environment: Mediating effect of individual, organizational, sociotechnical factors

Turi,

Razzak,

Bhuiyan

et al. 2023

Bus Strat Dev

View full text Add to dashboard Cite

The use of collaborative technologies (CT) in the industry 4.0 environment has become ubiquitous. While industry practitioners acknowledge the positive influence of CT on operations and projects of their organizations, yet there seem to be insufficient scholarly insights into the link between CT and project performance (PP). Hence, this study deploys the resource dependence theory to posit the influence of CT on PP, along with mediating roles of the individual factors (IF), organizational factors (OF), and sociotechnical factors (STF) in the above relationship. A set of hypotheses is developed and tested through cross‐sectional survey data collected from 392 employees in managerial and supervisory roles, in manufacturing organizations in the Kingdom of Saudi Arabia (KSA). The analysis conducted through structural equation modeling using SmartPLS indicates that CT positively influences PP. Moreover, the study found that IF, OF, and STF are all significant mediators in the relationships between CT and perceived project performance (PPP). This study contributes to the extant literature and industry practice by providing, nuanced insights into the role of pertinent mediators in the link between CT and PP.

show abstract

Measuring project team performance: A review and conceptualization

Cited by 17 publications

References 194 publications

Critical success factors for change management in business process management

Critical success factors for change management in business process management

Unveiling the Impact of Communication Network on Engineering Project Team Performance: The Interplay of Centralization and Tie Strength

Collaborative technologies and project performance in manufacturing in the industry 4.0 environment: Mediating effect of individual, organizational, sociotechnical factors

Contact Info

Product

Resources

About