跨专业BIM团队的工作程序与动态

BIM将技术与方法论相结合,整合了设计和施工团队,从而优化了生产力和项目成果。跨专业团队的本质特色在于来自不同领域的成员引领着不同的项目目标和进程。建筑和施工专业的教育工作者们正面临着让学生融入跨专业团队环境中的挑战。一项为期三年的研究对跨专业团队在课堂环境中,在多个项目上的工作进行了调查。本文论述了该研究所取得的结果,主要侧重于团队工作程序和团队动态两方面,其中,团队工作程序的内容包括目标设定,沟通方式、备选方案分析、决策制定以及冲突管理,团队动态的内容包括人际关系、信任、冲突、承诺以及凝聚力。这些团队证明了综合战略对项目表现和成果的优化作用。除了关于该项研究成果的讨论外,本文还建议培养一个侧重于团队工作程序和团队动态的跨专业学习环境。     

IPD 模式下项目团队激励机制设计与分析

在分析传统项目交付方式下激励机制相关模型的基础上,结合项目集成交付（Integrated Project Delivery,IPD）区别于传统项目交付方式的特点,假设联盟内各团队风险中性,通过构建激励基本模型,分析了以团队为单位进行激励时激励机制的设计方法。通过对激励模型的分析,得出IPD 模式下设计团队激励机制时应该通过设计线性激励契约来促使联盟内成员为项目的公共利益而合作,以创造最大化的联盟值为目标,达到各团队努力水平的帕累托最优。     

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.     

A socio-cognitive approach to leading a learning project team: A proposed model and scale development

This article proposes a theoretical model and measurement scale for leading a learning project team. While leadership is largely recognized as one of the most important mechanisms for transferring learning from individuals to projects, there lacks a succinct measurement scale for project members to report on project leaders’ behaviors that promote collective learning in projects. Drawing from rich theories on multilevel learning, socio-cognitive conflicts, and leading diversity, we develop a measurement scale that captures project members’ experiences of how their leaders (a) support the identification and communication of project members’ individual mental models, (b) support the resolution of differences in mental models among project team members, and (c) create opportunities and time for team members to interact with others outside the project team. Collectively, these three dimensions form a new scale for leading a learning project team. We cautiously conclude sound psychometric measurement properties from an initial sample of 94 valid responses to a questionnaire distributed to project members through international professional project management networks. This study highlights the multi-level nature of leading a learning project team and provides tentative empirical support for the reflective three-dimensional scale predicting learning in project teams better than transformational leadership.     

Exploring the communication breakdown in global virtual teams

Virtual matrix-managed teams with geographically dispersed members are becoming increasingly common in the high-tech sector. These teams, referred to as global virtual teams (GVTs), are generally described as culturally diverse, geographically dispersed, electronically-communicating workgroups. They rapidly form, change, and dissolve due to dynamic changes in the market. In addition, most GVTs today have team members spread among several projects with competing priorities. Communication breakdown can wreak havoc on a project as team members struggle to effectively communicate and work with one another. As a result, project delivery risks with distributed teams tend to be greater when compared to co-located teams. To address this critical issue, this study investigates the types of factors that significantly contribute to communication breakdown by identifying five distinct areas through a series of interviews with project team members in high-tech companies. These areas are trust, interpersonal relations, cultural differences, leadership and technology. These criteria are analyzed using mathematical Decision Models taking expert opinions from professionals who worked in GVTs.     

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.     

Effect of a virtual project team environment on communication-related project risk

Over 150 Information Technology practitioners participated in a study of differences in communication risk between traditional project teams and those that operate virtually, with some team members physically remote. Contrary to prior research, results indicate the level of risk from inadequate communication is not significantly greater when team members are not grouped in one location. Further, despite increased dependence of virtual teams on technology for communication, there was no evidence of significantly more project risk due to technological failure. However, virtual team projects exhibited notably more risk due to insufficient knowledge transfer. A plausible explanation is decreased implicit or informal knowledge transfer in virtual environments. We conclude that the possibility of insufficient knowledge transfer should be included in virtual project risk management plans, and consideration should be given in such projects to the extent to which knowledge that is traditionally shared implicitly might be shared explicitly through electronic means.     

IPD工程项目团队信任动态演化模型及机制构建

界定IPD工程项目团队信任,从“信任半径”和“信任水平”两方面构建IPD工程项目团队信任动态演化模型;基于动态演化特征,构建以信息机制、沟通机制、信任保障机制为内涵的“三位一体”信任机制,以期有效保障IPD工程项目团队信任发展,促进项目成功。     

Demystifying stakeholders' commitment and its impacts on construction projects

Construction projects are typified by the involvement of a number of participants. Each project team member has his/own expertise, and would contribute towards the success of the project. However, since their inputs are often interdependent, conflicts may arise in some circumstances. This is particularly evidenced when they are working within limited resources in terms of time and budget. One cannot expect a project team to attain the necessary synergy when common goals are not being visualized or observed. To improve the implementation performance of construction projects, it is necessary to investigate the goal commitment amongst temporary project team members. This research study aims to investigate the impacts of commitment amongst major project stakeholders. The results indicate that high affective commitment induces high performance and satisfaction, while the continuous commitment provokes intention to quit.     

The effect of leader emotional intelligence on leader–follower chemistry: a study of construction project managers

Extending Nicolini’s notion of project ‘chemistry’, a ‘leader–follower chemistry’ model associated with the quality of dyadic interpersonal communication in construction projects is developed. The focus is on the project manager as leader in an attempt to deepen understanding of the effect of a project manager’s emotional intelligence (EI) on the quality of interpersonal communication with their followers, being other members of the project team. While a project manager’s EI, with its associated emotional competencies, is often seen as critical in achieving good relationships with members of the project team, it remains a largely understudied concept, particularly in construction projects. Primary data collected using a series of analytical surveys and live observations of site-based project meetings was used to examine the relationship between a project manager’s emotional competencies, particularly sensitivity and expressiveness, and leader–follower chemistry. Overall, 68 construction professionals participated in the study. The findings suggest that a project manager’s emotional sensitivity and expressiveness (particularly head gestures) may explain variance in the quality of leader–follower chemistry. Based on the empirical evidence in the context of team communication, a leader–follower chemistry model is introduced, which emphasizes the importance of leaders’ emotional sensitivity and expressiveness in a leader–follower communication dyad. The model may be particularly salient in complex project networks with a large number of prominent actors.     

Effects of interpersonal relations on public sector construction contracts in Vietnam

Public owners and private contractors and consultants are expected to maintain arm’s length relationships with each other to avoid any accusation of corruption. In the context of public construction projects in Vietnam, this study examines: the relational contracting (RC) related behavioural patterns that lead to better interpersonal relations during the construction stage and at the end of the project among public project owners, and private contractors and consultants; and the extent to which better interpersonal relations affect project performance. Using a questionnaire survey, data were collected from public owners and private contractors and consultants in Vietnam. Correlation analysis shows that there exist several behavioural patterns that significantly affect interpersonal relations among project team members during the construction stage and at the end of the project, and the general harmony during the construction stage. It was also found that cost performance is significantly correlated with project harmony level. Schedule performance is significantly correlated with interpersonal relations between project team members during the construction stage, and at the end of the project. The findings indicate the important role that interpersonal relations play in project outcomes and vice versa. The behavioural patterns that are found to be significantly correlated with harmony during the construction stage and/or relationships among project team members suggest that concrete actions may be taken by owners, consultants and contractors to improve relationships, and thereby improve cost and schedule outcomes. It is recommended that owners, consultants and contractors adopt some of the behavioural patterns identified.     

The effect of integration on project delivery team effectiveness

This paper investigates the impact that integration can have on teamwork effectiveness within construction project delivery teams. The level of team integration was assessed within selected award-winning delivery teams of completed projects. A similar assessment was made of teamwork effectiveness achieved within the same project teams. The findings of this research reveal that teams with different levels of integration had the same or similar levels of teamwork effectiveness. Thus whilst integration is desirable, it is not the only requirement or condition for improved teamwork within a construction sector context. The findings suggest that the role and value of integration in project teams is unclear relative to other performance enhancing approaches. Further research is recommended to identify the factors and conditions that influence the direct impact of integration on teamwork effectiveness within the project delivery team.     

The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study

In this paper, we investigate the effects of multiple project team membership on individual and team learning. Data from 435 members of 85 project teams shows that, at the individual level, membership variety has a positive impact on individual learning. Moreover, this positive relationship is stronger for individuals with an average need for cognition, in comparison to individuals with a high or a low need for cognition. At the project team level, the simultaneous inter-organizational memberships of a project team have a positive impact on the team's external learning. However, the simultaneous intra-organizational project team memberships negatively moderate this positive relationship. Furthermore, cross-level analyses show that individual learning has a positive impact on both internal and external team learning. Our findings are relevant for project management practice as they suggest ways in which work design can be configured to increase individual and team learning.     

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.     

Knowledge sharing in information systems development projects: Explicating the role of dependence and trust

This study provides empirical evidence for the role of dependence and trust in knowledge sharing in information systems projects. As critical antecedents of dependence and trust among team members, four constructs are included in the study—environmental complexity, domain expertise, similarity of project value, and communication frequency. Partial least square analyses are conducted, using data collected from 135 project teams in two large IT firms. The results confirm that dependence and trust maintain a strong impact on knowledge sharing, leading to good team project performance. This study uses a cross-sectional survey as a research method. Longer term exploration seems necessary to further explore how trust and dependence are actually formed among team members. Findings indicate that team members share their knowledge when they trust their partners and when they feel dependent. Feelings of dependence and trust are influenced by the communication frequency, perceived similarity of the project's value, and the perceived expertise. Project managers need to pay attention to these variables in order to increase the level of knowledge sharing among team members especially in information systems development projects where primary tasks are critically knowledge-intensive.     

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.     

建设项目IPD 模式及其管理框架研究

集成项目交付,即IPD 模式的出现为建筑业长期存在的因各参与方信息流通性差、专业之间缺乏合作、利益方目标与项目目标不一致等原因导致的项目实施效率低下、工期延误、成本失控问题提供了新的解决思路。分析了IPD 模式的基本特征、将其与传统的项目交付模式比对,IPD 模式更加关注通过参与方协同工作,利益方目标与项目目标绑定提升项目效率。从项目组织结构、合同协议、实施过程、技术支撑4 个方面构建了IPD 模式的管理框架,以期实现良好的项目合作氛围,优化项目管理过程,并指出IPD 模式在我国的发展与应用的障碍。工程参与者应尽快转变传统的固化思维,主管部门主动引导项目参与方广泛合作交流,积极从政策和法律层面上营造该模式在我国实施的大环境。     

Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes

The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms through which these behavioral traits promote project performance: team member psychological empowerment and fear of failure. The study was conducted in a multinational conglomerate, based on a sample of 67 project leaders and 190 team members, with team outcomes evaluated by project directors. The findings suggest that leader humility and narcissism both directly and indirectly affect project performance. Project leader humility has a positive, direct effect on project cost and positive indirect effects on project time and quality through team empowerment. Project leader narcissism has a negative, direct effect on project cost, a positive, direct effect on projec quality, and a positive indirect effect on project time through team fear of failure. In addition, team fear of failure has a positive direct effect on project cost. We discuss these findings’ theoretical and practical implications.     

Temporal leadership,team processes,and project team task performance

We disaggregate the overall conceptualization of temporal leadership into its two foundation facets: temporal planning and temporal reminders. We integrate these with a two-phase model of team processes during a time-limited project. Specifically, we suggest that leader temporal planning facilitates team transition processes early in a project, leader temporal reminders facilitate team action processes in the middle of the project, and both team processes mediate the effects of leader behavior on team task performance at the end of the project. Data were collected from the members of 51 teams at three points during an application development project and from team leaders at the conclusion of the project. As hypothesized, team transition processes mediated the relationship between leader temporal planning at project initiation and final team task performance. Leader temporal reminders predicted team action processes during project execution. However, team action processes failed to mediate the relationship between leader temporal reminders at the project midpoint and final task performance. We conclude with practical implications for project managers and suggestions for future research.     

Agile practices and performance: Examining the role of psychological empowerment

This study draws on the literature on psychological empowerment to conceptualize agile practices as a source of intrinsic motivation that enables the agile teams to deliver innovative outcomes. Then, drawing on the resource based view of innovative projects, the innovative behaviour of agile teams is cast as a project capability that affects project performance. To test this original conceptualization, data was collected to find support for the hypothesized relationships between agile practices, psychological empowerment, innovative behaviour and project performance. The statistical results showed that the agile practices of team autonomy and agile communication contributed to psychological empowerment that led to the innovative behaviour of agile teams. The innovative behaviour also affected project performance. The empirical validation of agile practices as a source of empowerment and motivation for agile teams is a new finding in the literature which has strong implications for both the theory and practice.