Project success and project team management: Evidence from capital projects in the process industries
AuthorScott-Young, C; Samson, D
Source TitleJournal of Operations Management
University of Melbourne Author/sSamson, Daniel
AffiliationManagement and Marketing
Document TypeJournal Article
CitationsScott-Young, C. & Samson, D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, 26 (6), pp.749-766. https://doi.org/10.1016/j.jom.2007.10.006.
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C1 - Refereed Journal Article
Efficient project execution is a key business objective in many domains and particularly so for capital projects in the process industries, but existing project management research gives little direction about how project team factors influence three important capital project outcomes: cost, schedule, and operability. After an extensive cross-disciplinary review of the general team and project management literatures, we constructed and tested a theoretically based, five-dimensional model of organizational context, project team design, project team leadership, project team processes, and project outcome factors. We examined the model by means of an empirical study of 56 newly completed capital projects executed by 15 Fortune 500 companies in the process industries. The results indicate the value of disaggregating project outcomes for research purposes. Different bundles of project team factors were found to drive project cost, schedule, and operability. Project team efficacy, cross-functional project teams, autonomous project team structure, and virtual office usage were the strongest predictors of project cost effectiveness. Continuity of project leadership, cross-functional project teams, and project manager incentives were the strongest predictors of project construction schedule. In contrast, clear project goals and an office design to facilitate effective communication were the main predictors of plant operability. Implications of these findings for researchers and project practitioners are discussed. One major practical implication of our findings is that project managers need to clearly focus and prioritize their goals for each project so they can adopt the appropriate bundles of project team practices that will facilitate their goal achievement.
KeywordsBusiness and Management
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