Team management for fast projects: an empirical study of process industries

Christina M. Scott‐Young · Danny A. Samson

46 citations0/0 files storedInternational Journal of Operations & Production Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Construction Project Management and Performance Team Dynamics and Performance Value Engineering and Management

Abstract

Purpose The purpose of this paper is to set out to identify key team factors associated with the fast implementation of capital projects. Although scholars theorise that project success depends as much on the effective management of project personnel as on technical management, the project literature is virtually silent on which team practices are pivotal. Design/methodology/approach Using a model‐based quantitative research design, the impact of team management variables on the speed of two different phases of capital project implementation were examined: project execution and project construction. Multi‐method data collection included 252 individual surveys, archival documents, and whole team interviews conducted at the closeout of 56 capital projects implemented in four continents by 15Fortune500 companies in the process industries. Findings Empirical analysis revealed that only some of the variables predicted from other literatures (project manager – PM continuity, cross‐functional team integration, and PM incentives) were significantly linked to fast schedule outcomes. Some key drivers differed according to temporal phase. Research limitations/implications Limitations of this study included its cross‐sectional design, modest sample size and sampling frame, but the findings clearly demonstrate the value of further research into key team factors for project success. Practical implications The results suggest that strategic management of project personnel can drive project speed. Phase‐linked key team practices are identified for improving time performance in capital projects. Originality/value This study breaks new ground by exploring whether key team practices are generic and phase‐specific, and by identifying specific team drivers of speed for two capital project phases using objective outcome measures.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 46 citations exist upstream.

References

1992Structural Holes 1984Estimating within-group interrater reliability with and without response bias.1995PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS 1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite 1978Information Processing as an Integrating Concept in Organizational Design 1995Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry 2004Teams in Organizations: From Input-Process-Output Models to IMOI Models 1968Managerial Attitudes and Performance.

Cited by

2011Leadership and Six Sigma project success: the role of member cohesiveness and resource management

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.