Utilizing fuzzy compatibility of skill sets for team selection in multi-phase projects

Korvin, A. de; Shipley, Margaret F.; Kleyle, R.

doi:10.1016/s0923-4748(02)00023-1

Cited by 38 publications

(23 citation statements)

References 10 publications

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“…Some authors are interested by the goal of competence allocation and team building [17]. De Korvin et al [18] propose a technique to help select project team members in accordance with the desired objectives and the competencies the organisation already has. The method is based on an imprecise measure of the compatibility between the competencies available and the activities of the project.…”

Section: Goals Of Competence Managementmentioning

confidence: 99%

Competency characterisation by means of work situation modelling

Belkadi¹,

Bonjour²,

Dulmet³

2007

Computers in Industry

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Nowadays companies have to face the rapid evolution of their competitive environment. In the field of design, project managers are aware of both the impact of the designers' competencies on the project performance and of the requirement for a fast development of these competencies. However, they have difficulties in updating competency reference banks and then, in correctly matching the available competencies and missions that have to be performed. This issue of competence management mainly concerns competency allocation and project team building. In research literature, numerous research works suffer from poor competence modelling. Even if some authors have linked competence with work situation, there is often a lack of documentation concerning knowledge capturing about a designer's work situation which would help managers characterise competency. In this paper, we present the architecture of a novel approach based on the traceability of design activities which aims at assisting competency characterisation through qualitative features of the work situation in which this competency is activated. #

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Section: Goals Of Competence Managementmentioning

confidence: 99%

Competency characterisation by means of work situation modelling

Belkadi¹,

Bonjour²,

Dulmet³

2007

Computers in Industry

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“…For example, De Korvin et al (2002) explain a method for selecting team members, studying the match between the skills possessed by each individual, the skills needed for each phase of the project, and budget considerations. Another approach is proposed by Sawhney and Chason (2005) based on human performance technologies.…”

Section: Literature Reviewmentioning

confidence: 99%

Decision Making Method to Select Team Members Applying Personnel Behavior Based Lean Model

Avilés-González¹,

Smith²,

Sawhney³

2016

Industrial Engineering and Management Systems

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Design of personnel teams has been studied from diverse perspectives; the most common are the people and systems requirements perspectives. All these point of view are linked, which is the reason why it is necessary to study them simultaneously. Considering this gap, a decision making model is developed based on factors, models, and requirements mentioned in the literature. The model is applied to a real case. The findings indicate that the Personnel Behavior Based Lean model (PBBL) can be converted into a decision making model for the selection of team members. The study is focused not only on the individual candidates' knowledge, skills, and aptitudes, but also on how the model considers the company requirements, conflicts, and the importance of each person to the project.

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“…Individual competence can be proven based on one's performance output and effectiveness when acquired skills, knowledge, abilities, experience, and values are put into action (Boyatzis, 1982;Rodolfa et al, 2005;Österlund, 1997). Furthermore, studies on individual competence have centered on individuals' skills and abilities and how they assist the team with behaviors and outcomes such as creativity, intrinsic motivation, initiative, and identity reflection (e.g., Boyatzis, 1982;Coatsworth and Conroy, 2009;de Korwin et al, 2002;Partington et al, 2005;Rodolfa et al, 2005;Sansone, 1986;Spencer and Spencer, 1993;Vallerand and Reid, 1984). On the team level, studies have reported the effects of team competence on seizing growth opportunities (Kor, 2003), delegating specific tasks (Zhang et al, 2009), and performance on new products or projects (Haon et al, 2009, Jha andIyer, 2007;Melkonian and Picq, 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Obsessive passion, competence, and performance in a project management context

Omorede

Thorgren

Wincent

2013

International Journal of Project Management

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Obsessive passion is when people have a strong inclination toward an activity that they like, find important, and in which they spend significant time, but also feel internal pressure to engage in.Prior research has demonstrated that obsessive passion typically brings several negative consequences. The present study nuances the picture by showing that there are indeed conditions when obsessive passion can be beneficial and that it has an important role for project management. It develops and tests hypotheses on the role of project leaders' obsessive passion for project goals. Results support that challenging goals are attained to a greater extent if the project leader scores high on obsessive passion. Such obsessive passion, in turn, is a result of the project leader's competence (positive relationship) and the team's competence (inverted Ushaped relationship). These results have important implications for theory and future research on passion, goal theory, and competence in projects.

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Utilizing fuzzy compatibility of skill sets for team selection in multi-phase projects

Cited by 38 publications

References 10 publications

Competency characterisation by means of work situation modelling

Competency characterisation by means of work situation modelling

Decision Making Method to Select Team Members Applying Personnel Behavior Based Lean Model

Obsessive passion, competence, and performance in a project management context

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