Soutenance mémoire
BACKGROUND OF PROJECT MANAGEMENT
Project management as an idea has been around a long time, this idea was used can be traced back to sorne major ancient infrastructure such as the pyramids of Egypt. However, as a management science, his history is less than half a century. Project management was fÏrst used by the US military as a management discipline during the Second World War. The typical case is the U.S. military developed the atomic bomb by Manhattan Project. In 1958, the « Program Evaluation and Review Technique » (PERT) was developed by Booz Allen Hamilton as part of the United States Navy’s Polaris missile submarine pro gram (Boozallen, 2010). At the same time, DuPont invented a similar model called the Critical Path Method (CPM). And PERT was extended by the work breakdown structure (WBS) later. After that these structures of pro cess and mathematical techniques quickly spread into many private enterprises. After 1980s, project management developed as SClence into modern project management, with the increasing global competition, expanding of project activities , more complex and dramatic increase of the number of projects, the expanding of the scale of project team, the growing con:f1ict between project stakeholders, the pressure of rising cost of project and a series of situation. The project owner and a number of government departments and enterprises were fOl »Ced to invest a great deal of manpower and material to analyze and study the basic principle.
VIRTUAL TEAM
As the development of high technology and gradually increasing global marketplace,the modern management system is slowly changing, there has been a marked increase in the numbers of companies that regard themselves as the project oriented. In the late of the 20lh century, the revolution of information technology has turned human society into the Internet age, and greatly changed the way of world running, these project-oriented companies and their associated projects are no longer limited by physical boundaries. With the globalization of markets, the growing of firm size and the expanding of operations scope, organization members spread across many time zones around the world. A salary survey of project management professionals showed that 21 % of the respondents worked on a project involving multiple states or provinces, and 15% worked on projects involving multiple continents (PMI, 2000). Resources like customers, suppliers and employees will no longer be limited in a single location. Customers demand products and services support that are adaptive, flexible , and integrated. In the right labor market, as the cause of the nature of work has changed from mostly physical labor to knowledge work, allowing people to work away from factories employees demand more choice and flexibility. Work/life balances are increasingly important to people. Skilled workers now live everywhere instead of in c\umps surrounding corporations.
DEFINITION OF VIRTUAL TEAM
Cohen & Baily (1997) defined team as the form of a collection of individuals who are independent in their tasks, who share responsibility for outcomes, who see themselves and are seen by others as an intact social entity embedded in one or more larger social systems,and who manage their relationship across organizational boundaries. The American Heritage Dictionmy defines « virtual » as « existing or resulting in essence or effect though not in actual fact, form, or name. » With the emergence of virtual teams, the definition of a te am no longer ap plies to the virtual team. Tlu’ough a literature sem·ch, the prototype of the virtllal team can be traced back to 1994. O’Hara-Devereaux and Johansen suggested that geographicall y dispersed, culturally diverse, and functionally mixed teams would become the building blocks of successful global businesses. They argued that these types of teams would need different tools/approaches. Grenier & Metes (1995) defined virtual teams as teams whose members are not co-located and might came fro m diffe rent organizations. They are lIsllally project focused and may share very little except a common purpose. In the same year, [(ristof et al. (1995) defined virtual team as a self-managed knowledge work team, with distributed expertise, which forms and dis bands to address specific organization goals. A virtual team is characterized by fluid human resources in terms of membership, leadership and boundaries (functional, organizational, and geographical).
TYPE OF VIRTUAL TEAM
Depending on the nature of the work, a team comes together to do and the types of organization they work for/with. Duarte and Snyder (2006) in their book observe that virtual teams have many different configurations and that they can be categorized in to seven basic types of teams: Networked teams; Parallel teams; Project or product-development teams; Work or production teams; Service teams; Management teams; Action teams.
1) Networked Teams :Consist of individuals who collaborate to achieve a common goal or purpose, membership is frequently diffuse and fluid. Team members from different organi zations come in and out of the network as their expertise is needed to make recommendations.Team members always rotate on and off the team as their expertise is needed examples of the networked team are often found in consulting firms and high tech organizations. (Duatie & Snyder, 2006)
2) Pat’alle! Teams :Pat’alle! virtual teams carry out special assignments, tasks, or functions that the regular organization does not want or is not equipped to perform. The members of a pat’allel team typically work together on a short-tenu basis to make recommendations for improvements in organizational processes or to address specific business issues. They are different from networked teams because they have a distinct membership that identifies it from the rest of the organization. It is clear who is on the team and who is not. (Duarte & Snyder, 2006)
3) Project or Product-Development Teams :In this kind of virtual team, members conduct projects for users or customers for a defined but typically extended period oftime. Tasks are usually non-routine, and the results are specific and measurable. Different from parallel teams, project virtual teams usually exist for a longer period of time and have the decision making authority, not just recommendations. And they are different from networked virtual teams because the te am membership is more clearly delineated and a final product is clearly defined. (Duarte & Snyder, 2006)
4) Work or Production Teams :VirtuaI work teams and production teams perform regular and ongoing work usually in one function and have clearly defined membership. Such teams usually exist in one function, such as accounting, finance, training, or research and development. (Duarte &Snyder, 2006)
5) Service Teams :These teams support customers or the internai organization in typically a service technical support role around the clock. An example of a virtual service te am is a customer support center that has operations in strategie locations across the globe to take advantage of a « follow the sun » strategy. Each te am works during its members’ daylight ho urs and transitions work and problems to the next designated time zone at the end of the day. (Duarte & Snyder, 2006)
6) Management Teams :These management teams are dispersed across a country or around the world and work collaboratively on a daily basis within a functional division of a corporation. (Duarte & Snyder, 2006)
7) Action Teams :These action teams offer immediate responses activated in typical emergency situations. They can cross distance and organizational boundaries. They are different from aIl of the other types of teams in that they are usually formed only to meet a specifie and urgent need. (Duarte & Snyder, 2006)
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Table des matières
REMERCIEMENTS
ACKNOWLEDGEMENT
RÉSUMÉ
ABSTRACT
LISTE DES TABLEAUX
LISTE DES FIGURES
CHAPTER 1 INTRODUCTION
1.1 BACKGROUND OF PROJECT MANAGEMlENT
1.2 VIRTUAL TEAM
CHAPTER 2 LITERATURE REVIEW
2.1 DEFINITION OF VIRTUAL TEAM
2.2 TYPE OF VIRTUAL TEAM
2.3 CHARACTERISTICS OFVIRTUAL TEAM
2.4.1 Geographie dispersion
2.4.2 Diversity ofmembers
2.4.3 Communication technology used
2.4.4 Complex task and dynamic structure
2.4 EFFECTIVENESS OF VIRTUAL TEAMS
2.5 COMMUNICATION IN THE VIRTUAL TEAM
2.5.1 Introduction
2.5.2 Comlnunication Model
2.5.3 Communication model in virtual team
2.5.4 Communication process in virtual team
2.6 COMMUNICATION PROBLEMS CAUSED BY VIRTUAL TEAM CHARACTERISTICS
2.7 PROPOSED STRATEG IES FOR VIRTUAL TEAM COMMUNICATION PROBLEMS
CHAPTER 3 RESEARCH PROBLEM
3.1 PROBLEM STATEMENT
3.2 PURPOSE OFTHE STUDY
3.3 RESEARCH QUESTION
CHAPTER 4 METHODOLOGY
4.1 RESEARCH DESiGN
4.2 RESEARCH FRAMEWORK D ESIGN
4.3 PA RTICIPANTS
4.4 SURVEY DESIGN
4.5 DATA COLLECTION
CHAPTER 5 DATA ANALYSIS
5.1 DEMOGRAPHIC PROFILE OF PARTICIPANTS AT COMPANlES
5.2 COGNITIVE ANALYSIS OF COMMUNICATION PROBLEMS
5.3 ONE-WAY ANOVA
5.2.1 Result of LSD Post Hoc multiple comparison test
5.4 CORRELATIOI ANALYSIS
5.5 MULTIPLE REGRESSION ANALYSIS
5.2.2 Timeliness of communication
5.2.3 Understandability of communication
5.2.4 Trust of comillunication
5.2.5 Accuracy of cOlllmunication
5.2.6 Satisfaction of communication
CHAPTER 6 DISCUSSION
6.1 FREQUENCY OF OCCURRENCE OF THE COMMNICATION PROBLEMS
6.2 DIFFERENCES RELATED TO DIFFERENT VIRTUAL TEAMS
6.3 RELATIONSHIP BETWEEN COMMUNICATION PROBLEMS AND COMMUNICATION PROCESS
6.3.1 Relationship with timeliness of communication
6.3.2 Relationship with understandability of communication
6.3.3 Relationship with trust of communication
6.3.4 Relationship with accuracy of communication
6.3.5 Relationship with satisfaction of communication
CHAPTER 7 CONCLUSIONS AND RECOMMENDATION
7.1 CONCLUSION
7.2 LIMITATION OF RESEARCH
7.3 RECOMMENDATION FOR FURTHER RESEARCH
CONCLUSION GÉNÉRALE
REFERENCES
A PPENDICE
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