Impact of Project Teamwork on Project Success in Pakistan

International Journal of Real Estate Studies

Projects are required to meet the stakeholders’ requirements on the stipulated time, quality and budget. The achievement of such requirements is related to team effectiveness. However, there is poor project time and cost performance in Nigeria such that the constructions initiated mostly escalate beyond the cost and time budgeted. The construction project teams in Nigeria are shrouded with dysfunctions leading to undesirable project outcomes. This study aims to examine the influence of project team effectiveness on project performance of higher educational institutions’ construction in Nigeria. A quantitative survey design was employed where 150 questionnaires were administered to construction projects team members in four higher educational institutions in Bauchi state, Nigeria. The result indicated that the team effectiveness factors of communication, role and responsibility as well as team relationships have a substantial influence on project performance. However, goal and object...

Effect of teamwork quality on project performance: The moderating role of project management culture in selected ICT companies in Nigeria, 2025

Despite the plethora of pressing efforts that usually emanate from organizational leaders to foster the achievement of project success and thus, reap the important benefits associated with this outcome, evidence from research indicates that most projects, particularly in developing countries, continue to fail due to a lack of the required level of understanding of project critical success factors by most project stakeholders. Thus, to address this shortcoming, this study advances knowledge by proposing teamwork quality as one of the important antecedents of project performance. In addition, it also introduces project management as an important boundary condition under which the above effect is likely to be exercised. By focusing on the project sector of the Nigerian Information Telecommunication Technology, research data were obtained from a total of 176 project managers who were randomly selected, and this formed the basis of analysis. Through hierarchical moderated regression analysis, it was evident that teamwork quality positively impacts project performance at a level that is statistically significant. Furthermore, in addition to positively and significantly affecting project performance, project management culture was also shown to interact positively with teamwork quality to impact project performance, meaning that this variable serves as a significant moderator in the relationship between teamwork quality and project performance. Thus, in line with these findings, it was recommended that project managers should foster the adoption of a project culture whenever they are faced with the option of making use of the inherent strength in team collaboration to enhance project performance.

Texila International Journal of Management, 2022

The purpose of the study was to evaluate the importance of teamwork in project management in the Nigerian telecommunication industry. Data was collected across 310 telecommunication firms and analyzed using descriptive statistics and a t-test. The study found that teamwork is significant in meeting project timelines, project efficiency, reduction in project costs, enhanced project quality and improve customer satisfaction.

Construction Research Congress 2014, 2014

Design and construction projects incorporate stakeholders from many different organizations, often with conflicting goals, overlapping responsibilities and differing areas of expertise. With an increasing interest in improving the 'integration' and collaboration on construction projects, there is a need for empirical research to understand the contributions of project team interactions to project-level performance. The purpose of this paper is to explore the correlations between several indicators of the collaborative team environment and traditional measures of project success. With the assistance of an industry advisory board, a survey questionnaire was developed to collect detailed information for recently completed building projects in the United States. The questionnaire was distributed via mailing lists, conferences and industry contacts to reach a diverse set of respondents. Using this large data set of 124 projects, bivariate Spearman rho correlation coefficients are calculated and reported. Significant correlations suggest the role of on-time communication in reducing construction cost growth, higher team chemistry in reducing overall schedule growth and larger administrative burdens in increasing construction cost growth and final unit cost. Multicollinearity among the measures of team environment suggests the presence of latent variables and need for future multivariate analyses.

Forming project teams to implement various services are prevalent in many organizations today as organizations believe a project team's performance is exceeding the total sum of individual outputs. According to Project Management Institute (PMI), one of the critical interpersonal skills expecting from a project manager is team building as this skill can motivate the team to achieve the project goals. However, there is limited study to evaluate how team building & participation can influence team trust, team cohesion and project performance among project managers in Malaysia. This study has developed a research model extended from the research work conducted by Cohen and Bailey (1997). Based on the data collected and analysis conducted, this study provides empirical evidence that project managers need to initiate more team building & participation sessions as these can increase the team trust and improve the project performance. Moreover, project managers also need to promote team trust as this can improve team cohesion. However, project managers also need to be mindful about the negative consequence when their project teams are too cohesive. At the same time project managers need to manoeuvre wisely the project team size and project duration so that these two factors are not negatively impacting the team cohesion and the project performance. The outcome of this study has shed some lights in explaining the relationships among attitudinal, behavioral and performance outcomes derived from Cohen and Bailey (1997). Moreover, this study also provided some guidance to project managers how to improve team trust and project performance through team building & participation. Discussion, conclusion, limitation and future research are also incorporated in this paper.

2014, 1(1): 1-15, 2014

Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognized the importance and benefits of project teams. There is a compelling reason to study what are the team outcome factors that can predict project team effectiveness as it is unclear whether these team outcome factors can yield the same result in project setting whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This study has developed a research model underpinned on Cohen and Bailey (1997) Team Effectiveness Framework to empirically analyze some team outcome factors in which result showed that team trust is directly predicting team cohesion, team satisfaction and project team effectiveness. However, team cohesion is not directly predicting project team effectiveness but it is directly predicting team satisfaction. In turn, team satisfaction is directly and positively predicting project team effectiveness. In other words, team cohesion indirectly predicting project team effectiveness via team satisfaction. Discussion, limitation and conclusion are also included in this article.

The literature on Project Management (PM) shows that, in spite of advancement in PM processes, tools and systems, project success has not significantly improved. This problem raises questions about the value and effectiveness of PM and PM systems. This paper reports a research study which tests the relationship between PM performance and project success drawing from empirical data on PM professionals working in UAE project-based organisations. Multi-dimensional frameworks are validated and used in this study to measure PM performance and project success. A total of 154 completed questionnaires were analysed. Bi-variate correlation and multiple regression tests found a positive influence of PM performance and its contributing variables on project success. Additionally, new variable relationships that have not previously been identified are explored between individual variables of PM performance and project success.

2004

Teamwork and Project Management 4 Karl A. Smith 7 Karl A. Smith that didn't work," retorted my colleague. "Well, then I'd call my friends in other companies to see if any of them had solved it." Again my colleague would say, "Suppose that didn't work." "Then I'd call some vendors to see if any of them had a solution." My colleague, growing impatient at not hearing a problem solution, would say, "Suppose that didn't work." At some stage in this interchange, the engineer would say, "Well, gee, I guess I'd have to solve it myself." To which my colleague would reply, "What percentage of the problems you encounter fall into this category?" Engineer after engineer replied, "About five percent"! Acknowledgments Many people deserve credit for guidance in this project. Michael B. Mahler, a graduate student in civil engineering at the University of Minnesota who I've taught with and worked with on project management for many years, provided enormous insight into the process of what will work for students and was a source of constant support and encouragement. Robert C. Johns co-taught the project management course with me a Minnesota and provided lots of good ideas. Anthony M. Starfield, co-creator of the first year course, How to Model It, and co-author of the book by the same title encouraged me to use the questioning format of the How to Model It book to engage the reader. The five manuscript reviewers provided terrific assistance. Holly Stark and Eric Munson, McGraw-Hill; and Byron Gottfried, Consulting Editor, initiated the idea and provided guidance throughout. A special note of thanks to my daughters, Riawa and Sharla Smith, who helped with the editing and graphics. A special acknowledgment to Michigan State University, which provided me with a wonderful place to work on this project during my sabbatical leave. Another goes to David and Teamwork and Project Management 8 Karl A. Smith Roger Johnson (whose cooperative learning model provides the theoretical basis for this book) for their great ideas, generosity, and steadfast support. Most of all I thank the hundreds of students who learned from and with me in project management courses for their patience, perseverance, wonderful suggestions and ideas, and interest and enthusiasm in project management and teamwork.

OJSSR 2013, 1(9):238-249, 2013

The purpose of this mixed methods sequential explanatory study was to evaluate what are the team outcome factor(s) that can contribute to project performance in Malaysia by surveying 52 project managers. Later, the study continued by following up with six selected participants to investigate those positive results in more detail via an online interview. In the first phase, only one team outcome factor i.e. team satisfaction was tested significantly influencing project performance. In the second phase, multiple case studies were conducted to investigate how and why team satisfaction influences project performance whereby four major themes emerged from the “how” question and one major theme emerged from the “why” question. The findings of both phases were discussed. Limitations and future recommendation were also provided.

w. International Journal of Academic Research in Business and Social Sciences, 2021

Optimal project performance is vital to success and avoid delay. Assessing projects improve their performance by providing accurate feedback to team members and managers. To construct an assessment tool that is both valid and reliable, it is necessary to understand what should be measured .The purpose of this paper is to introduce a review on how to measure performance in the project and to determine factors that influenced the project performance. The present paper focuses on the importance of project performance and the factors that influence on project performance. It also offer valuable information to the researchers in the field of project management. The outcome of this study introduces a literature review for project performance according to the previous studies in the field of project management. The analysis of the literature contributes to the body of knowledge on the subject of project management and factors that influenced project performance.