SPONSORS

SPONSORS

Critical Factors for Project Team Collaboration

SECOND EDITION

Critical Factors for Project Team Collaboration in Developing New Products: Qualitative Perspective

Ruta Ciutiene,
Kaunas University of Technology

Vitalija Venckuviene
Kaunas University of Technology

Giedre Dadurkiene
JSC “Volfas Engelman”

Kaunas, Lithuania


Abstract

Human factors are the biggest challenge to project success and results. New product development (hereinafter NPD) projects require not only different competencies from different fields, but collaborative approach as well. Collaboration in project management is considered as one of the most important factors allowing reaching project’s success (Hansen M.T. et al., 2006). The paper deals with the factors determining an efficient collaboration of teams developing new products. The analysis of the scientific literature reveals three levels of critical factors of collaboration: organizational, team and individual. However, this paper is focused on theoretical and empirical analysis of organizational and team level factors of collaboration by employing qualitative research approach (focus group, and content analysis). A list of critical factors for project team collaboration in developing new products has been developed on the basis of team performance success theoretical findings. As a result of the content analysis, categories and sub – categories of collaboration factors have been revealed.

Key words: collaboration, new product development projects, team, factors.

JEL code: O15, M12

Introduction

Dynamically and rapidly changing environment, perfection of technologies, development of innovations, and, herewith, changing needs of clients raise new challenges to business. These reasons are conditioning organizations’ need to improve products’ quality, to tackle related problems more efficiently and to improve activity results (Edmondson E.C. et al., 2009). Successfully developed new products become one of the most important factors that create business competitiveness, and the human factor is a presumption for development of successful new products. In development of new products there are often used methodologies and tools of project management (Rolstadås A. et al., 2014). It is noticed in scientific literature that properly formed and managed team of new product development allows to reach better results and more successful products (Hirunyawipada T. et al., 2010Hirunyawipada T. et al., 2015). A topic of new products development is analysed in scientific literature widely enough: Bstieler L. et al. (2003) analysed an effect of environmental uncertainty on process activities, project team characteristics, and new product success; Dayan M. et al. (2009) analysed antecedents and consequences of team reflexivity in new product development projects; Islam et al., (2009) analysed the relationship between team learning and top management support; Holtzman Y. et al. (2011) analysed a role of diversified teams in development of new products, Martinuso M. et al. (2013) analysed the organizational impact of product development projects; Parkinson C. (2006), Son J.W. et al. (2011) analysed teams’ collaboration as organization’s strategical necessity.

Abundance of scientific studies that analyse factors of new product development success indicates the interest of academic society and importance of the problem, however role and factors of team collaboration in new product development still remains researched poorly enough. In scientific literature, a topic of collaboration in projects is analysed by distinguishing levels of both organization, and team and individual. In other words, we can distinguish three categories of factors positively or negatively affecting teams’ collaboration. Hence, we distinguish the factors of organization, team and individual levels. Further in this article we will analyse the factors of project teams’ collaboration at organization and team levels only.

The goal of the article is to examine the factors determining an efficient collaboration of teams developing new products.

More…

To read entire paper, click here

Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 5th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2016. It is republished here with the permission of the author and conference organizers.


 

About the Authors

pmwj49-Aug2016-Ciutiene-PHOTO1 RUTA
Prof Ruta Ciutiene, PhD

Kaunas University of Technology
Lithuania

Lithuania - small flag

 


Ruta Ciutiene
 holds a PhD in Management and Administration. Since 2001 she has been working in various positions at Kaunas University of Technology, where from 2012 she is a professor at Department of Management and Manager of the Project Management Master Degree study program. From 2014 she also is a Product Development Director in the Executive School of Economics and Business School. She teaches several courses in project management not only for economics and business, but for engineering students also.

Human resources management in projects and engineering projects issues are her main scientific fields of interest. She has practical experience in working with business and public sector development projects. She also trains and consults businesses and the public sector in project management processes. At the same time she coordinates, manages and participates in local and international studies and business development projects as well as scientific. Further, she works as an external evaluator on international projects.

Ruta Ciutiene can be contacted at [email protected].

 

pmwj49-Aug2016-Ciutiene-PHOTO2 VITALIJA
Vitalija Venckuviene, PhD

Kaunas University of Technology
Lithuania

Lithuania - small flag

 


Dr. Vitalija Venckuviene holds a PhD in Economics. Since 2013 she has been working as a lecturer at Kaunas University of Technology. She also is a shareholder in a family business. Business development, startups, also project management and in particular project evaluation techniques are her main fields of interest. Vitalija has experience in working with business and public sector, mainly consulting services. At the same time she applies, coordinates, manages and participates in local and international scientific and business development projects.

Vitalija Venckuviene can be contacted at [email protected]

 

pmwj49-Aug2016-Ciutiene-PHOTO3 GIEDRE
Giedrė Dadurkienė

Kaunas, Lithuania

Lithuania - small flag


Giedrė Dadurkienė
works as a Brand manager at JSC “Volfas Engelman”, a food and beverage company based in Kaunas, Lithuania. Giedrė has a Master of Science degree in “Project Management”.