inclined company, DevCo Software Development, will be presented. ...... are located in South Africa and three members are located in different locations in the.
USING VIRTUAL TEAM PROJECT COMMUNICATION AS A MEANS OF PREDICTING VIRTUAL TEAM EFFECTIVENESS By
Esthee Erasmus
A dissertation submitted in partial fulfillment of the requirements for the degree of
MAGISTER PHILOSPHEAE IN ENGINEERING MANAGEMENT
in the
Faculty of Engineering
at the
University of Johannesburg
February 2009
Supervisor: Prof. Jan-Harm Pretorius Co-Supervisor: Prof. Leon Pretorius
Acknowledgements
This dissertation was done with the help and sacrifice of many people. I, therefore, would like to acknowledge the contributions of the following people who helped me to finish what I started.
Firstly I have to extend my gratitude to my supervisor, Professor Jan-Harm Pretorius, for his patient guidance, comments and availability whenever I needed it. To all the wonderful lecturers who inspired me to learn something new at the Department of Engineering, thank you for your time and effort in teaching me.
I also wish to thank all my family and friends for understanding when I couldn't attend get-togethers, or when I was unavailable due to my studies. Thank you for listening when I started to tell you of my subject matter and for being genuinely interested in what I did. I would not have been able to complete this without your support and understanding.
Lastly, but most importantly, I need to thank my partner, Francois. Only you know the amount of time you sacrificed to let me sit in my study. Thank you for your time editing, listening and guiding me. You make it possible for me to achieve more than I thought I was capable of. Page 2 of 146
Abstract This dissertation provides a study of Virtual Teams and possible ways of predicting their effectiveness.
The motivation for carrying out this study was to discover if there was a way of quantifying why Virtual Teams used in a particular company was proving to be very effective.
A brief literature study of the topic of Virtual Teams and Virtual Team communication is given, as well as an overview of different Communication Models.
A case study is made of the particular company (called DevCo Software Development as a pseudonym for the sake of confidentiality). The case study presents the results of two online surveys. One survey sent to all the employees within the Labs Department and another sent to only the Virtual Team members of a specific Virtual Team within the Labs Department.
The case study concludes with an analysis of the company culture and the effect it appears to have on the way the employees use technology and the effect of this on Virtual Team success.
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Table of Contents Acknowledgements
2
Abstract
3
List of Figures:
7
List of Tables:
8
Chapter 1: Introduction
9
1.1 Introduction and Background
9
1.2 Research Objective and Methodology
12
1.3 Summary
12
Chapter 2: Theoretical Background
13
2.1 Introduction
13
2.2 Virtual Team Definitions
13
2.3 Advantages of using Virtual Teams and Information Technology
15
2.4 Disadvantages of using Virtual Teams and Information Technology
19
2.5 Summary
21
Chapter 3: Measuring Virtual Team Effectiveness
22
3.1 Introduction
22
3.2 Modern Technology and the Virtual Team
23 Page 4 of 146
3.3 Measuring the effectiveness of a Virtual Team
26
3.4 Defining the Media Richness Theory
30
3.5 Using the Media Richness Theory to measure Virtual Team effectiveness
33
3.6 Defining the Decomposed Theory of Planned Behavior
34
3.7 Using the Decomposed Theory of Planned Behavior to measure Virtual Team effectiveness
39
3.8 Concluding Remarks
40
Chapter 4 - Case Study
42
4.1 Introduction
42
4.2 DevCo Software Development
43
4.3 Analyzing DevCo Software Development
44
4.4 DevCo Software Development Survey Results
46
4.4.1 Computer Usage:
46
4.4.2 Technology acceptance and attitude
48
4.4.3 Email usage
51
4.4.4 Additional Devices Usage
51
4.4.5 Communication preferences
53
4.4.6 Technology Use
55 Page 5 of 146
4.5 Knowledge Management Virtual Team
57
4.6 Knowledge Management Virtual Team Survey Results
59
4.7 Decomposed Theory of Planned Behavior
73
Chapter 5 - Conclusion
77
5.1 Concluding Summary
77
5.2 Recommendations for Future Research
80
Bibliography
81
Appendix 1- DevCo Software Development Survey Result
89
Appendix 2. - Knowledge Management Virtual Team Survey Results
99
Appendix 3 - Survey Calculations
142
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List of Figures: Fig. 1. Virtual Team Success Factors
27
Fig 2. Media Richness Theory Model
.31
Fig. 3. The Decomposed Theory of Planned Behavior
.37
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List of Tables: Table 1. Technology alternatives for Virtual Teams
25
Table 2. DevCo Software Development Company Structure
.43
Table 3. Computer Activities Results
.47
Table 4. Other Activities Results
.49
Table 5. Computer Location Result
50
Table 6. Additional Devices Results
52
Table 7. Team Member Communication Preference Result - Same Office
53
Table 8. Team Member Communication Preference Result - International
.54
Table 9. Communication Preference Results
55
Table 10. Survey Results
.62
Table 11. High-Performing Virtual Team Result 1
64
Table 12. High-Performing Virtual Team Result 2
65
Table 13. High-Performing Virtual Team Result 3
66
Table 14. High-Performing Virtual Team Result 5
68
Table 15. High-Performing Virtual Team Result 6
70
Table 16. High-Performing Virtual Team Result 7
71
Table 17. High-Performing Virtual Team Result 8
.73
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Chapter 1: Introduction
1.1 Introduction and Background
Virtual teams are used in more and more international and national companies to maximize efficiency of projects. Technology has made it possible for people to be productive outside the traditional office setting. Employees are able to attend meetings from home via video conferencing, eliminating the need to travel between home and work. Virtual teams also provide companies with the choice of having expert resources located in different cities, or even countries to work on the same projects, removing costly travel expenses and loss of productive time, as they are able to perform their work in different locations without the need to travel to the project site.
Virtual teams are a product of the current global village that has been created with the advance of technology. Dube and Pare (2004) state that advances in information technology, coupled with competitive pressures, led to the increasing use of Virtual Teams for such diverse activities as product development, customer care, systems design and programming, strategic program implementation, and building design and construction.
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According to Millward and Kyriakidou (2004) the globalization of business and the trend towards leaner, flatter organizations, combined with ubiquitous access to informational technology, has accelerated the need for firms to coordinate activities that span geographical, as well as organizational boundaries. This has led to the emergence of Virtual Teams in the modern workplace.
DeRosa, Hantula, Kock and D'Arcy (2004) also state that the increase in the use of Virtual Teams can be ascribed to the growth of teamwork in organizations and increased geographic dispersion. Organizations are relying more heavily on Virtual Teams due to a more competitive global market, the benefits of integrating the work of specialized employees who might be geographically dispersed, and the need to save time and travel expenses.
Time is a crucial corporate resource and modern technology can be used as an effective tool to optimize the effective use of time by employees, removing the time employees spend traveling between meetings, offices and the like.
As stated by Rad and Levin (2003) Virtual Project Organizations are the next form in the evolutionary chain of organizational structures. One of the main reasons for this transformation is that customers, suppliers and employees are no longer situated in the same city or even country. Page 10 of 146
As the use of Virtual Teams increases more and more research are being performed on how they work, why they work and how to ensure that they perform their tasks effectively. The biggest constraint when analyzing the effectiveness of Virtual Teams is communication. How these Virtual Team members communicate with each other and communicate information critical to the project amongst them is central to their effectiveness and success. Is it possible for a team of people from different countries, cultures and languages to work towards a shared goal, when they might never even meet face-to-face?
The very existence of Virtual Teams is a product of modern technology. Modern technology is central to the way Virtual Team members communicate with each other and how they communicate information relevant to the shared project. When analyzing the effectiveness of Virtual Teams it is therefore impossible to separate the Virtual Team's communication from the technology they use to communicate. To examine the effectiveness of Virtual Teams it is therefore useful to examine the effectiveness of the technology they use and the relationship between the technology and the Virtual Team's effectiveness.
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1.2 Research Objective and Methodology
The aim of this study is to find a possible way of predicting whether or not a Virtual Team will be successful. To achieve this, a review of the available literature regarding Virtual Teams will be done. This will help to provide a usable definition for Virtual Teams and will specify the advantages and disadvantages of using Virtual Teams. The way Virtual Teams interact with technology will also be analyzed. Possible models will be quantified that can be used to measure and predict the effectiveness of a Virtual Team. A study will be done on a company and one of its Virtual Teams to see if the real results and the results that are predicted by the selected model agree.
1.3 Summary
How Virtual Teams communicate is central in analyzing whether they are effective as a team. This dissertation will provide an overview of the theoretical background that can be used to measure Virtual Team effectiveness. A case study analyzing a technically inclined company, DevCo Software Development, will be presented.
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Chapter 2: Theoretical Background
2.1 Introduction
When examining the effectiveness of Virtual Teams and the way that they utilize technology, it is important to define certain concepts. In this chapter the various definitions used to define Virtual Teams will be examined. The various reasons why Virtual Teams are used will be explored and the advantages and disadvantages of using Virtual Teams will be discussed.
2.2 Virtual Team Definitions
Providing a clear and accurate definition for a Virtual Team is difficult. According to Warner and Witzel (2004) the concept of Virtual Teams is deliberately formless and fluid which aims, in part at least, to get away from the rigid hierarchies and bureaucracies that often characterizes conventional organizations.
Some common definitions are as follows:
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A Virtual Team is a collection of individuals who think, feel, and act as an interdependent unit and who are recognized by others to constitute a Virtual Team. (Millward and Kyriakidou (2004)) Groups of geographically and culturally dispersed coworkers using a combination of communication and information technologies to accomplish an organizational task. (Andriessen and Verburg (2004)) A group of people with a high degree of interdependence geared toward the achievement of a goal or the completion of a task. (Rad and Levin (2003)) A Small number of people with complementary skills committed to a common purpose, performance goals, and approach, for which they hold themselves mutually accountable. (Rad and Levin (2003)) A team that is composed of people who are distributed across buildings, states and countries. (Rad and Levin (2003)) Virtual teams transcend distance, time zones, organizational boundaries, national borders, and continental entities. Such a team would assemble for a specific project and then disband when the project is finished. (Rad and Levin (2003)) A collection of task-driven members behaving as a temporary group, whose members are separated by geographic or temporal space. (Rad and Levin (2003))
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From the definitions supplied it is clear that there are certain attributes which are universal when defining Virtual Teams. They are: Virtual teams lack a physical structure Virtual teams rely on communications technologies to perform their tasks Virtual teams perform mobile work and make use of communications networks rather than buildings and physical resources which means that the physical location of work is now less important
Virtual teams are regarded as project-focused. Team membership is gained as the need for a skill is identified and is not necessarily stable. Members of the Virtual Team may be from the same organization, country and culture or from completely different organizations, countries and cultures. The most important differentiating feature of Virtual Teams is that the members of Virtual Teams are not in a collocated environment. It is entirely possible that Virtual Team members will never meet face-toface and any interaction between the team members are dependent on technology.
2.3 Advantages of using Virtual Teams and Information Technology
When assessing Virtual Teams and their effectiveness when addressing the changing environment of global business it is important to know the benefits that these team structures offer a company who employs this mechanism. One of the benefits in using Page 15 of 146
Virtual Teams is the wide range of opportunities available since resources with specific expertise or different cultural viewpoints are now available to companies. Companies are no longer restricted by a single time zone and are able perform work continuously.
Virtual teams have numerous benefits as a result of the fact that they make use of information technology to perform their tasks. According to Andriessen and Verburg (2004) some of the tools used by Virtual Teams to support interaction have sophisticated functionalities that provide these teams with opportunities that traditional teams do not have. One of the major effects of the introduction of collaboration technology has been that certain types of meetings can now be held with a large number of participants. Moreover, some tools allow for easy storage and retrieval of information and for collaborative editing of documents.
According to Rad and Levin (2003) one of the very attractive features of the advanced technology communication tools that is employed by a Virtual Team, is that a team member can transfer information to any other team member. Therefore, most items of information that needs to be exchanged during the project planning and execution phases can be transmitted almost instantaneously. Since Virtual Teams make extensive use of information technology, they can transmit a much larger volume of information compared to the traditional information exchange modes and with greater ease.
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According to Fulk and Boyd (1991) the use of advanced information technology leads to increased information accessibility, which in turn leads to changes in organization design. Both accessibility and design changes lead to improvements in the effectiveness of intelligence development and decision making. In combination, the use of computerassisted communication technologies will lead to: More individuals participating as information sources in decision making, but fewer persons composing the formal decision unit; Fewer organizational levels involved in processing messages and authorizing action, and a more uniform distribution across organizational levels; Greater variation across organizations in the level at which a particular decision is made; Less time devoted to decision-making meetings, and more rapid identification of problems and opportunities, action authorization, and decision making; Higher quality decisions; and Fewer human links in information-processing networks.
Virtual teams can also provide greater employee flexibility. Team members typically have increased freedom in their schedules and are not necessarily confined to a traditional workday or workplace. In some regard, Virtual Team schedules are analogous to 'flextime' arrangements, allowing employees the ability to perform tasks on their own schedules. Page 17 of 146
In addition, Virtual Teams provide dynamic team membership and increase the number of tasks or projects that employees can work on simultaneously. It is plausible that individuals belong to more than one team at the same time and have the flexibility to move from one team to another very easily.
Moreover, organizations have the ability to quickly pool resources from a variety of locations by forming Virtual Teams to address specific organizational needs. As a consequence of the September 11, 2001 attack on the World Trade Center as well as the current global economic climate, there has been a marked decrease in business travel, which further increased the need for virtual communication. In general, Virtual Teams allow organizations to cut travel expenses and save travel time, which results in financial savings and may increase team member satisfaction. (DeRosa, Hantula, Kock and D'Arcy (2004))
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2.4 Disadvantages of using Virtual Teams and Information Technology
Virtual Teams do have to contend with a number of disadvantages. As mentioned previously most of the disadvantages associated with Virtual Teams are related to the effectiveness of the communication between team members and in the project as a whole. As stated by Johansson, Dittrich and Juustila (1999) the inability to cooperate and communicate effectively with other participants is one of the major barriers to the achievement of goals in projects.
The first disadvantage that Virtual Teams have is that since they do not communicate face-to-face many facial, verbal, social and status cues are lost in communication between team members. This may become especially important when team members are from different cultures, due to the fact that some cultures emphasize nonverbal cues and gestures in interpersonal interaction, which may lead to comprehension difficulties.
The fact that team members can be from different cities, countries and cultures means that communication can be difficult as misunderstandings are more likely. These misunderstandings can also be difficult to rectify as the team members may not be aware of these misunderstandings due to the lack of visual cues that would normally show when misunderstandings occur. Page 19 of 146
Team members might also have difficulty in feeling that they are part of a team working towards a shared goal, and might even feel socially isolated.
According to DeRosa, Hantula, Kock and D'Arcy (2004) Virtual Teams may also be more susceptible to problems of coordination and cohesion.
Millward and Kyriakidou (2004) mentions that important social/contextual information, such as a member's social status or level of expertise, may be lost or distorted in Virtual Team environments characterized by high levels of anonymity. The ability to develop relational links among team members may be hindered, which may negatively affect such outcomes as creativity, morale, decision-making quality, and process loss. Finally the lack of social context may alter or hinder the process through which team members develop trust.
Although new and innovative modes of communication may be possible Virtual Teams may still encounter significant problems in processing communication traffic among team members.
According to Andriessen and Verburg (2004) other problems may include the lack of unplanned social encounters, resulting in problems with 'awareness' of availability and Page 20 of 146
the state of others, of progress of the work, or of the setting in which others work. These barriers may result in a lack of trust and cohesion, which often may lead to lower performance levels.
2.5 Summary
In this chapter the concept of a Virtual Team was defined and the advantages and disadvantages of using Virtual Teams were discussed. The central theme when studying the effectiveness of Virtual Teams in a project is the dose relationship between project success and the effective communication of the Virtual Team with information technology as the facilitator.
In the next chapter two communication models will be discussed that will be used to analyze the effectiveness of the Virtual Team's communication and predict their performance.
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Chapter 3: Measuring Virtual Team Effectiveness 3.1 Introduction
In the previous chapter certain key terminologies where defined and the advantages and disadvantages of Virtual Teams were examined. The main purposes of this document are to propose a model that can be used to predict the effectiveness of a Virtual Team and to help identify problem areas that should be considered when managing Virtual Teams. In this chapter the type of information technology that is used by Virtual Teams will be listed. As discussed in the previous chapter effective communication in the Virtual Team is central to the team's effectiveness and the way that the team communicates is therefore vital when trying to predict the effectiveness of a Virtual Team. The next step is to quantify how the effectiveness of a Virtual Team is measured.
Two models will be discussed as possible ways of predicting the effectiveness of a Virtual Team. Theoretical background will be given about the Media Richness Model and the Decomposed Theory of Planned Behavior as well as how these models can be applied to measure the effectiveness of Virtual Teams and ultimately provide a means of predicting a specific Virtual Team's effectiveness.
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3.2 Modern Technology and the Virtual Team
Computer mediated communication has become an integral part of most people's professional and personal lives. Advances in technology have made computer aided communication such as email and instant messaging common modes of communication for people in the workplace. Modern technology plays an integral part of the Virtual Team as well as how effective the Virtual Team will be, as discussed in the previous chapter. In recent years modern technology has grown incredibly and new technology is released almost on a daily basis.
According to Andriessen and Verburg (2004) the Internet is the almost universal medium for interaction across boundaries which created an infrastructure that enables many organizations to launch Virtual Teams. Hardly any technical obstacles for communication and collaboration across geographic boundaries remain, as these processes are supported by high-tech collaboration solutions, such as groupware and other collaborative applications.
When analyzing the effectiveness of the communication in a Virtual Team it is important to take note of the type of technology that can be used to facilitate communication.
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Rad and Levin (2003) states that if it was not for the ease of use and rapid developments in information technology, virtual projects would not have been pursued as readily. Information technology is the enabler of the global project since its components facilitate the collaboration of the virtual project team members. Common technologies that could be used by Virtual Teams include Internet portals, email, desktop videoconferencing, and group decision support systems. These tools enable generation of work assignments, online review of deliverables, and facilitation of task-specific feedback, notification of upcoming tasks and priorities and collection of day-to-day progress information about the project. Other uses indude notifying team members about emerging issues, tracking action items, collecting historical data, developing new project/team metrics and conducting real-time status updates.
Information technology assists the Virtual Team in overcoming some of the barriers that have been created by time, distance, complexity, and the diversity of participants. If the appropriate technology is employed, and if the frequency and mode of communication are carefully planned, information technology might even become an instrument by which virtual project team members make personal human connections.
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The technology that can be utilized by Virtual Teams today is vast. According to Ferris, Paterson and Minielli (2004) these technologies can be divided into the following categories: Asynchronous Computer Messaging Systems Synchronous Computer Messaging Systems Synchronous Conferencing Systems Information-exchange/Data-management systems
The table displayed below as Table 1. lists examples of these, but does not provide a complete list, as the technologies that can be used are ever increasing. (Ferris, Paterson and Minielli (2004))
Technology Category
Example Email Audio and video email Electronic bulletin boards
Asynchronous Computer Messaging Systems Discussion lists Weblogs Short message service Synchronous Computer Messaging Systems
Instantaneous
interactive
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messaging Chat systems Proprietary conferencing packages Synchronous Conferencing Systems
Videoconferencing The internet File Transfer Protocol
Information-exchange/Data-management
Gopher
systems
Telnet
Table 1. Technology alternatives for Virtual Teams
3.3 Measuring the effectiveness of a Virtual Team
When analyzing the effectiveness of a Virtual Team it is important to define how the effectiveness of a Virtual Team is measured. In most respects a Virtual Team will be considered successful if the project is considered successful. Project success is primarily measured in terms of the triple constraints. These success factors deal with the nature and attributes of the product or service as viewed by the client, or with the outward appearance of the product. Thus, success factors are derived from delivery of the project on time, within budget, and according to performance specifications. Page 26 of 146
Additional success facets involve general client satisfaction, responsive product development or service delivery, the use of the full suite of the product's features by its intended clients, a positive impact on those who have used the product or service, and use of the product or service toward an improvement in organizational performance. Other important facets, which are usually not easily quantified or verbalized, include repeat or follow-on business, enhanced credibility with the client as a supplier, and referrals to other potential clients for future products or services. (Rad and Levin (2003))
Rad and Levin (2003) provide the illustration shown in Fig.1., illustrating the Virtual Team success factors.
Project Success Factors
Management of Thtngs Issues
Scope
Ousfly
4,
Management of Things Issues
Contract
4
4
4,
Reporting
Team
Client
4,
4,
Vendor
Ccrinnumtcatton
4 Sdiedu%
Integretton
Management of Peopt‘e Issues
Risk
Fig. 1. Virtual Team Success Factors
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There are however more criteria when measuring the success of a specific Virtual Team. According to a study done by Wong and Staples (2004) team members used in a study identified certain key characteristics of high-performing Virtual Teams. According to the team members a successful team will: Have a dear vision for the team; one that is passionately pursued and can be articulated for the team members Have dear goals and objectives at the individual team member level that align with the overall team direction Set timelines for objectives, and ensure that they get done on time Have individuals on a team who are highly motivated Select a leader who plays a role in generating motivation and enthusiasm, in developing the shared vision, and in getting management support Have members on the team who have few interpersonal problems Have members who are team players and have a positive attitude about working in a group Have team members who have the ability to recognize when they need help and where to find it Have a good composition of team members in terms of the collective skill set and knowledge Have team members with strong technical skills
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When comparing the factors identified by Wong and Staples (2004) with the illustration provided by Rad and Levin (2003) it becomes evident that the factors identified by Wong and Staples (2004) all describe in more detail the subject of 'Management of People Issues'. This might underline the importance of communication and the personality traits of the Virtual Team members themselves in predicting Virtual Team project success.
Millward and Kyriakidou (2004) specify certain factors that are within a team's control that can be seen as the main requirement to ensure that a Virtual Team functions effectively. They state that an effective Virtual Team is a self-regulatory team that is able to reflect on and manage its own processes, and establishing its own internal criteria of effectiveness. Moreover, an effective Virtual Team is able to operate with a common language, induding a common set of understandings about the nature of their task, team goals, and the nature of the teamwork required; is able to learn from its own experience or is a learning team; has fluidity, where members successfully reconciled personal interests with team interests; and has members who understand and accept personal roles and contributions.
Millward and Kyriakidou (2004) further states that Virtual Team cohesion has been linked empirically to Virtual Team effectiveness and that Virtual Team effectiveness may be a function of the processes to develop effective, elaborated, and shared Virtual Page 29 of 146
Team cognitions. An effective Virtual Team can therefore be seen as a team that is able to regulate and manage itself.
3.4 Defining the Media Richness Theory
Media Richness Theory has been widely cited and continues to be the predominant theory in research on the effectiveness of electronic communication. Media Richness Theory asserts that various types of communication media can be classified according to their level of richness based on their capacity for feedback, the number of cues and channels used, and how personal they are. Face to face communication is classified as the most 'rich', followed by video communication, telephone communication, letter and memos, electronic mail, impersonal written documents, and numeric documents. The Media Richness Theory therefore proposes that the synchronicity of the communication media influence information richness. (DeRosa, Hantula, Kock and D'Arcy (2004))
Media Richness Theory is used to guide researchers in focusing on task equivocality and the capacity of a medium to convey information. The diagram in Fig.2 shows how certain communication technologies are categorized by the Media Richness theory. (Johnson (2004)).
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Communication Media Richness Technologies Face-to-Face meetings
High Media
Personal Telephone Calls Virtual Conferences Email Fax
Letters
Low Media Richness
Fig 2. Media Richness Theory Model
If a task making use of a medium that is low in naturalness requires more time to be completed than a task does using a medium high in naturalness, one can presume that the task that makes use of the medium low in naturalness required greater cognitive activity.
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Support for the proposition that media that are low in naturalness demand greater cognitive effort came from studies in which groups connected through email took longer to complete their work than did groups working face to face. Similarly, studies in which participants communicated through an instant-messaging or synchronous text-based computer system have shown that typing messages takes longer to complete a communication than interacting face to face. Communication through a medium that is low in naturalness increases the likelihood that the messages will be interpreted incorrectly. Researchers comparing face to face and email communication have shown that people working through the computer-based system tend to encounter greater ambiguity in messages than do people working face to face. Researchers exploring the use of various computer-mediated systems have also shown that message ambiguity increases as media naturalness decreases. (Simon (2006))
The Media Richness Theory defines media richness along a continuum based on four defining criteria. They are: The speed in which feedback is given The variety of the communication channels used The personalness of the source The richness of the language used
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In terms of Media Richness Theory, video and computer are similar to face-to-face interaction in terms of speed of feedback; all three media provide synchronous communication. Where these media differ is in their ability to communicate multiple cues, and their ability to convey feelings and emotions. (Rockmann and Northcraft, (2005))
3.5 Using the Media Richness Theory to measure Virtual Team effectiveness
According to Full( and Boyd (1991) the Media Richness Theory can be used to measure the effectiveness of communication used by the Virtual Team by performing the following six steps: Send non-routine and difficult communications through a rich medium, such as face-to-face Send routine, simple communications through a lean medium such as a memo Use rich media such as discussions and meetings to make your presence felt throughout the organization Use rich media for implementing company strategy Use multiple media on critical issues to make sure your message is heard correctly
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6. Evaluate new technologies critically instead of assuming that they are appropriate for the entire range of managerial tasks.
According to Millward and Kyriakidou (2004) the severity of information loss will be determined by the richness of the technology being used.
If a correlation between Virtual Team success and the richness of the communication technology used can be verified, the Media Richness Theory can be used as a powerful tool in predicting the likelihood of a Virtual Team to be effective. The Media Richness Theory can then also be used as a tool for companies when investing in communication technologies for Virtual Teams, as certain technologies will be more effective than others.
3.6 Defining the Decomposed Theory of Planned Behavior
The second model that can be used to measure the effectiveness of the communication in the Virtual Team is the Decomposed Theory of Planned Behavior.
Fulk and Boyd (1991) notes that perceptions of electronic media vary across individuals in systematic ways and that this variance is as important for media selection as is any
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constant component identified in the media richness model. The model proposes that media perceptions (such as richness) are, in part socially constructed.
George (2004) states that an individual's performance of a certain behavior is determined by his or her intent to perform that behavior. Intent is itself informed by attitudes toward the behavior, subjective norms about engaging in the behavior, and perceptions about whether the individual will be able to successfully engage in the target behavior. George (2004) also states that if two individuals with the same level of intention to engage in a behavior, the one with more confidence in his or her abilities is more likely to succeed than the one who has doubts about his or her abilities.
When reviewing these statements it seems that there are more factors that should be considered in a model when analyzing the effectiveness of communication in Virtual Teams and how these teams engage modern technology to perform their functions. From the statements made previously is it important to take the culture of a company into account when evaluating and predicting the effectiveness of a Virtual Team and that more factors need to be considered. Communication in Virtual Teams is best understood in relation to the social context within which individuals conduct their work.
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The Decomposed Theory of Planned Behavior was first created by S. Taylor and P.A. Todd in 1995 and were an adaption of the Theory of Planned Behavior originally created by Icek Ajzen in 1985. The Decomposed Theory of Planned Behavior focuses on identifying various belief factors that influence why and how effectively a person will make use of technology.
The three determinants used in this theory are: Attitude towards use Subjective norms Perceived behavioral control.
The Decomposed Theory of Planned Behavior can be represented by the following flow diagram, shown in Fig. 3:
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Perceived Ease of Use Perceived Usefulness Compatibility
Attitude t wards use
COMFIT
Peer's Influence Subjective norms Superior's Influence
Behavioral intention to use
Selif-e i cacy Technical Support
P-rceived behavioural control
Fig. 3. The Decomposed Theory of Planned Behavior
Perceived ease of use was defined as the degree to which a person believes that using a particular system would be free of effort. Understanding perceived ease of use is important from a theoretical standpoint because of its key role in determining acceptance and use. For user's perspective to adopt Computer Mediated Communication technology, computer skill or its related knowledge for those workPage 37 of 146
related or most frequent users will be an important influential factor. (Liao and Tsou, (2008))
Liao and Tsou (2008) define perceived usefulness as the degree to which a person believes that using a particular system would enhance his or her job performance.
Compatibility is the degree to which the innovation fits with the potential adopter's existing values, previous experience and current needs.
Users' attitude towards using a technology-based system or a service was determined by users' belief of perceived usefulness and perceived ease of use. Because attitude reside in the mind and precede behavior, it can be incurred by an individual's preference for specific systems. A favorable attitude is expected to result in system usage and unfavorable attitudes are expected to result in abandonment. (Liao and Tsou (2008))
According to Jelinek and Wilson (2005) there is an important link between organizational culture and strategic execution, which happens at the individual and group levels. According to Warner and Witzel (2004) an organization's culture creates its own space, which determines how knowledge flows and the types of knowledge that are most Page 38 of 146
easily used. They expand on this statement by saying the kind of culture an organization has dictates the nature of the knowledge it circulates and thus the shape of its virtual space.
Self-efficacy refers to the judgments an individual makes about his/her capability to mobilize the motivation, cognitive resources, and course of action needed to orchestrated future performance on a specific task. Technical support reflects the assistance of the information system department with his / her difficulties and availability of network of support. (Huh, Kim and Law (2008))
3.7 Using the Decomposed Theory of Planned Behavior to measure Virtual Team effectiveness
The Decomposed Theory of Planned Behavior can be used as a guideline to measure the effectiveness of the Virtual Team, taking corporate culture and team members' attitudes and perceptions into account. It not only measures the way people communicate, but measures their feelings towards these forms of communication.
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The Decomposed Theory of Planned Behavior offers a more detailed model when analyzing Virtual Team effectiveness and will allow for additional elements to be considered when analyzing the predicted effectiveness of a Virtual Team.
According to Rockmann and Northcraft (2005) given the increasing reliance on distributed forms of interaction in business today, organizations and managers need to understand the tradeoffs involved in allowing technology-mediated groups to form and interact. Managers must strive to maintain trust, knowledge transfer, and believability in their groups if they hope to curb uncooperative behaviors and reap the benefits of group synergy. That can only happen when managers fully understand the effects of the choices they make when connecting group members. The Decomposed Theory of Planned Behavior provides a means of better predicting these outcomes.
3.8 Concluding Remarks
In this chapter an overview of the Media Richness Theory and the Decomposed Theory of Planned Behavior was provided with the possible ways that these models can be used to measure Virtual Team effectiveness.
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Using the above mentioned theories provides a better understanding of the forces at work within a Virtual Team. In this chapter the importance of the 'Management of People Issues' in determining Virtual Team effectiveness was also shown.
In the next chapter these theories will be applied to DevCo Software Development* in a case study to see how these theories are demonstrated in a functioning virtual environment.
* DevCo Software Development as a pseudonym for the sake of confidentiality
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Chapter 4 - Case Study
4.1 Introduction
The main reason for the interest in Virtual Teams was sparked by the extensive use DevCo Software Development has made of these types of teams and the success they have experienced with them. The use of Virtual Teams has been noted as one of the main competitive advantages that DevCo Software Development has over its competitors.
In understanding how these teams communicate effectively and what motivates these team members, it might be possible to simulate these characteristics in other settings to achieve similar results.
As noted in previous chapters, there are at least two distinct models that can be used to analyze and possibly predict how effective a Virtual Team will communicate which will probably be a good indicator of how effective these teams will be overall.
After working with DevCo Software Development for 3 years it is apparent that the Decomposed Theory of Planned Behavior would be a better fit in analyzing how the Page 42 of 146
Virtual Teams within this organization function. In this case study the concepts of the Decomposed Theory of Planned Behavior will be applied to a Virtual Team within the DevCo Software Development company.
4.2 DevCo Software Development
DevCo Software Development is a multinational Software Development company that develops business workflow automation software. They are seen as a market leader with innovative and creative ideas. The company has 400 employees situated all over the world. DevCo Software Development has its headquarters in Washington, America and offices in Africa, Australia, Canada, China, Europe, New Zealand and Singapore.
DevCo Software Development makes extensive use of Virtual Teams in their software development department. The company is structured as follows: Department
Location South Africa, United States of America and
Software Development
Singapore
Sales
All offices
Technical Support
All offices
Administrative
All offices
Table 2. DevCo Software Development Company Structure Page 43 of 146
The most knowledgeable resources are assigned whenever development or support is needed, regardless of where these resources are located. Virtual Teams are therefore created whenever a need arises.
DevCo Software Development has a very technologically minded corporate culture. Embracing technology is highly recommended to all employees and extensive efforts are made on a daily basis to be on the forefronts of technology. With international partnerships the company has access to the latest development tools, even before these tools are available on the market.
As mentioned earlier the Decomposed Theory of Planned Behavior will ensure that the company culture is taken into account when analyzing the effectiveness of the communication used within the Virtual Teams.
4.3 Analyzing DevCo Software Development
A Communication methodology was used to collect information for this case study by making use of Self-Administered surveys. As stated by Cooper and Schindler (2006) Page 44 of 146
the goal of the survey is to derive comparable data across subsets of the chosen sample so that similarities and differences can be found.
For the purpose of this case study one specific Virtual Team will be analyzed. This Virtual Team is located within the Software Development Department. In DevCo Software Development the people employed in the Software Development Department are referred to as Labs employees. To create a profile of how the company views technology and to create a profile of the general employee in the Software Development Department a survey was created for the 44 Labs employees. These are the employees who are most often used within a Virtual Team setting and who will be focused on in this case study.
The survey was posted online and within the first hour of posting the survey, 22 employees completed the survey. A total of 35 employees completed the survey within the first day and the last 9 replies were received 3 days later. The employees were asked to complete the survey in an email but were not compelled to do so by management. All 44 employees however did complete the survey.
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4.4 DevCo Software Development Survey Results
A total of 22 questions were asked in the survey. For a graphical representation of the results received from the survey see Appendix 1.
4.4.1 Computer Usage:
The first section of questions were composed to analyze how the Software Development Department employees used computers.
34.1 % spent between 51 and 60 hours on a computer per week and 34.1% spent more than 61 hours on a computer per week.
Of these hours 52.3% of respondents spend between 41-50 hours performing work related activities and 34.1% of respondents spent 31-40 of these hours performing work related activities.
59.1% responded that they spend between 0-10 hours on the computer on other activities and 20.5% responded that they spent between 11 - 20 hours on the computer performing non-work related activities.
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TITLE : Using virtual team project communication as a means of predicting CALL NUMBER : 658.4022 ERAS 15 BARCODE : 3009766311 PATRON NAME : ARCHIVES - APK ADDRESS : D & T PROJECT - APK TELEPHONE : PICKUP AT : KINGSWAY ACQUISITIONS
The fourth question asked the respondents to complete a matrix describing the type of activities they performed on the computer outside of business hours. The results were as follows: Activity
Results
Games:
56.8% seldom played games 13.6% played games regularly
Internet:
40.9% surfed the internet regularly 40.9% surfed the internet on a daily basis
Email:
58.1% used email daily outside of business hours 23.3% used email regularly outside of business hours
Work Related:
50% performed work related activities outside of business hours 23.8% seldom performed work related activities outside of business hours
Research Work Related:
34.9% seldom performed work related research outside of business hours 25.6% performed work related research on a daily basis 30.2% performed work related research regularly
Word Processing: Research Related:
Not
53.5% seldom performed word processing Work 39.5% performed general research regularly Table 3. Computer Activities Results
From the statistics provided regarding the average Labs employee it is apparent that they spend significant time working on computers. They are also prone to work more than the required hours per week. The questionnaire also showed that they make Page 47 of 146
extensive use of the internet, and email and spend time outside of regular business hours on work related research.
4.4.2 Technology acceptance and attitude
The next set of questions asked how they spend their personal time and how readily they have integrated technology into their personal lives.
40.9% of respondents said that they feel that they use the internet at the same level as their peers. 34.1% felt that they use the internet more.
The next question asked the respondents to complete a matrix describing the amount of time they spend on certain activities during a week. For a detailed analysis see Appendix 1.
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Activity
Result
Time
Surfing the internet
32.6%
4-6 Hours
20.9%
1-3 Hours
Playing computer games
40.5%
Less than 1
Using email
25.6%
1-3 Hours
18.6%
20+ Hours
48.8%
0 Hours
30.2%
Less than 1
46.5%
Less than 1
20.9%
1-3 Hours
23.8%
4-6 Hours
16.7%
7-10 Hours
37.2%
4-6 Hours
20.9%
7-10 Hours
Spend with Family
18.6%
1-3 Hours
Extracurricular Activities
32.6%
1-3 Hours
30.2%
4-6 Hours
Participating in chat rooms
/
forums
Talking on the Phone
Watching Television
Socializing with Friends
Table 4. Other Activities Results
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84.1% of respondents had computers at home. These computers were located in the following areas:
Location of Computers
Result
Bedroom
9
Office / Study
25
Portable / Notebook
3
Lounge
4
Table 5. Computer Location Result
93.2% of responses had access to the internet from home. 51.2% of respondents made use of a DSL Connection, 46.3% made use of 3G/HSDPA and only one respondent (2.4%) made use of a dial-up connection.
The answers received shows that the average Labs employee has permanent access to the internet at home; they have an office / study setup at home that houses an additional computer and that they spend their time between socializing with friends, watching television and surfing the internet.
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It is important to note that almost all of the employees are predominantly setup to work from home according to these findings.
4.4.3 Email usage
36.4% of respondents receive between 21 and 30 emails per day. 11.4% receives in excess of 91 emails a day. Of these emails only 1-10 of these are personal as noted by 63.6% of respondents. 79.1% of respondents check their email as they receive notification that a new message has been received. 26.8% of respondents also check their email as notification is received at home.
Email is used extensively within DevCo Software Development and the results in this section underline the general trend by all employees to monitor their emails often.
4.4.4 Additional Devices Usage
The next question asked respondents to list all of the devices that they make use of. They were as follows:
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Device
Result
Notebooks
95.5%
Desktop Computer
72.7%
Smartphone
27.3%
XBOX 360
13.6%
Wii
15.9%
Playstation 2 or 3
15.9%
PSP
6.8%
Cellphone
with
access
to
the 52.3%
Internet GPS
27.3%
Table 6. Additional Devices Results
This shows that ready access to technology and the interne are of utmost importance to the average Labs employee, while gaming is of less importance.
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4.4.5 Communication preferences
One of the most significant findings of this survey was in how the respondents preferred to communicate. This section truly captures the corporate culture with regard to technology use and how an employee's peers will use technology.
As shown in appendix 1, the Labs employee would communicate with team members situated in the same office as follows:
Email
Instant Messaging
Phone
In Person
1st Most likely
6.8%
54.5%
0.0%
38.6%
2nd Most likely
45.5%
40.9%
0.0%
13.6%
3rd Most likely
47.7%
4.5%
6.8%
40.9%
4th Most likely
7.0%
0.0%
88.4%
4.7%
Table 7. Team Member Communication Preference Result - Same Office
The Labs employee would also communicate with team members located at other international offices as follows:
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Email
Instant Messaging
Phone
Live Meeting
1.k Most likely
55.8%
44.2%
0.0%
0.0%
2k Most likely
37.2%
53.5%
4.7%
4.7%
3rd Most likely
9.3%
7.0%
46.5%
37.2%
4th Most likely
2.3%
0.0%
44.2%
53.5%
"
Table 8. Team Member Communication Preference Result - International
As a first preference phone and live meetings both received 0%. As a second preference phone and live meetings only received 4.7% respectively.
Communication that is traditionally seen as less rich and therefore requiring more effort has been preferred over more media-rich ways of communicating. Even when situated at the same office, employees would prefer instant messaging and email over face-toface communication.
Interestingly enough when asked which mode of communication they personally prefer, the findings showed the following:
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Result
Communication Preference
36.4%
Instant Messaging
34.1%
In Person communication
29.5%
Email
Table 9. Communication Preference Results
This could indicate that the corporate culture stipulate the extended use of instant messaging and email over face-to-face communication.
4.4.6 Technology Use
The last questions asked respondents to classify themselves and to specify how they see the rate with which they interact with technology in relation to other Labs employees.
54.5% of respondents see themselves as advanced users and 29.5% see themselves as super users. 63.6% feels that they interact in the same way with technology as their coworkers. While 22.7% feels that they interact more with technology than their coworkers.
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It is very interesting to note that 90.9% of respondents felt comfortable with the level of technology use that is required from them from the company culture.
When looking at the Decomposed Theory of Planned Behavior it is important to see that 31.8% of respondents did not feel that the level of technical support provided by the company was adequate for them to perform their duties. As discussed in section 3.6 and illustrated in Fig. 3 Technical Support plays an important part in the employee's perceived behavior control and will affect the individual's perception of how effectively he/she is able to perform their tasks. This could be an issue that will need some consideration from management.
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4.5 Knowledge Management Virtual Team
In the previous section the general Labs employee were analyzed to create a profile of how they communicate and how they experience their corporate culture. To effectively use these findings in analyzing the Virtual Teams according to the Decomposed Theory of Planned behavior it is necessary to see whether these Virtual Teams are in fact effective.
For the purposes of this case study only one Virtual Team was analyzed within the Labs Department to ascertain how effective they were. To achieve this, the Knowledge Management Virtual Team was analyzed to ascertain whether they can be classified as an effective Virtual Team.
The Knowledge Management Virtual Team consists of eight members. Five members are located in South Africa and three members are located in different locations in the United States of America.
The members of the Virtual Team are as follows:
Shiela, Technical Writer, South Africa Jim, Technical Writer, South Africa Page 57 of 146
Bob, Technical Writer, South Africa Susanna, Technical Writer, South Africa Elle, Technical Writer, South Africa Alex, Knowledge Manager, America Steve, Technical Writer, America Ruby, Technical Writer, America
The Knowledge Management Virtual Team is responsible for all knowledge material that is used throughout the organization. As a new product is developed the team will be assigned to compile white-papers, knowledge based articles, tutorials, on-line help as well as user manuals for the new product. Members mostly work together depending on the size and scope of a project.
The Knowledge Management Virtual Team makes extensive use of email and live meetings to communicate information between team members. Two of the South African team members work primarily from home and receive most of the project related information through email.
To ensure that meetings are effective one team member on each continent has been identified as the spokesperson for the team located in each country. Alex is the main Page 58 of 146
spokesperson for the American team members and Bob is the main spokesperson for the South African team members. All required information is sourced from this one team member and the interests of each team member are considered by the spokesperson during weekly update meetings. If additional information is required, the team members contact their overseas team member directly through either email or instant messaging.
The members of this Virtual Team were also given an online survey to complete, using the same methodology previously discussed. The questions used in this survey were designed by Rad and Levin (2003) to ascertain the success and characteristics of a specific Virtual Team. Only relevant questions were added to the survey.
4.6 Knowledge Management Virtual Team Survey Results
For the purpose of this case study the Virtual Team was asked to complete an online survey consisting of 85 questions. For a graphical representation of the results received from the survey see Appendix 2. The members of the Virtual Team were asked to select between the following options with regard to the statements made: Page 59 of 146
5 - Strongly Agree 4 - Agree 3 - Neutral 2 - Disagree 1- Strongly Disagree
The survey results were then grouped according to the Project Management category that they evaluate, as stipulated in the original survey created by Rad and Levin (2003).
To get a summarized rating for each question, the weighted average was calculated per question by using the following method:
Example: Question 2: Technical Goals remained stable throughout the project.
5 - Strongly Agree
25%
4 - Agree
37.5%
3 - Neutral
12.5%
2 - Disagree
25%
1- Strongly Disagree
0%
The weighted average was then calculated as follows: Page 60 of 146
1
X
0%
=
0
2
X
25%
=
0.5
3
X
12.5%
= 0.375
4
X
37.5%
= 1.5
5
x
25%
=
Weighted Average
1.25 3.63
The average was then calculated per section to give an overall indication of how the Virtual Team would rate the team on these Project Management categories. As all the statements used in the survey were stated as being positive, a higher number would mean a more positive view on the Project category than a lower number. A detailed view of these calculations can be found in Appendix 3.
The results of the survey can be tabled as follows:
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Project Management Category
Average Score
Project Scope
3.96
Project Cost
4.03
Project Quality
4.17
Project Schedule
3.52
Contract Management
4.50
Project Integration
4.44
Reporting
3.96
Project Risk
4.38
Team Building Activities
4.63
Team Skills and Experience
4.38
Conflict Management
4.35
Team Spirit
4.44
Processes and Procedures
4.09
Leadership Communication
4.58 4.36
Table 10. Survey Results
By using the summarized rating of the survey results it is possible to see what the general perception of the Virtual Team members are with regards to their effectiveness Page 62 of 146
as a team. A more detailed study is required to measure their actual effectiveness, but for the sake of this case study the team members' perceptions will be used to gauge the effectiveness of the Virtual Team.
The Virtual Team scored high on all the categories monitored. Factors which are more reliant on outside forces, such as management and other teams, scored mostly neutral. They are the Project Scope, Project Schedule and Reporting. The Knowledge Management Virtual Team is highly dependent on the software development teams to deliver on time and during the length of the monitored project there were some delays as new functionalities were added to the original specifications. It is also interesting to see that the top two scoring categories are Team Building Activities and Leadership respectively.
When looking at the global averages of the different Project Management categories it becomes evident that the team would classify themselves as efficient and effective. As stated in the survey the expectations of clients and management have also been stated as being continuously exceeded by the final product that was delivered.
To further ascertain if the Virtual Team can be classified as being effective and efficient the survey results can be used to compare the Knowledge Management Virtual Team
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with the key characteristics of high-performing Virtual Teams as provided by Wong and Staples (2004).
1.
Have a clear vision for the team; one that is passionately pursued and can be articulated for the team members.
Questions 55, 56 and 57 of the Knowledge Management Virtual Team survey asked members the following questions answering this criterion.
Question
Question
Weighted
Number
Average
Question 55
The team had a common sense of purpose, values and goals
4.63
Question 56
Team members supported the project's vision and worked
4.50
together to support a unified goal Question 57
Team spirit and team norms were considered important
4.75
throughout the project
Table 11. High-Performing Virtual Team Result 1 The Virtual Team felt very strongly that this was definitely true in their setting, as is illustrated by the high weighted averages scored on these questions.
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2.
Have clear goals and objectives at the individual team member level that align with the overall team direction
Questions 38 and 39 asked the team members the following questions answering this criterion:
Question
Question
Number Question 38
Weighted Average
Team members generally understood each person's role and
4.75
expected contributions to the team Question 39
Team members had job descriptions that were available and
4.25
shared throughout the team
Table 11. High-Performing Virtual Team Result 2
As with the previous statement the Virtual Team felt that they had clear goals and objectives that aligned with the overall team direction.
3.
Set timelines for objectives, and ensure that they get done on time
Questions 15 to 20 dealt with this statement.
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Question
Question
Number
Question 15
Weighted Average
Schedule performance was monitored throughout the
3.75
project Question 16
Causes of any variances were analyzed to determine
4.13
whether corrective action was required Question 17
Rebaselining was not necessary since schedule delays were
2.25
not severe Question 18
Schedule updates were such that they did not necessitate
2.75
any other adjustments to other aspects of the project Question 19
Duration estimates considered the quality of input data and
4.25
were refined throughout the project as additional data became available Question 20
Project and resource calendars were synchronized so that
4.00
schedule efficiency was achieved
Table 13. High-Performing Virtual Team Result 3
With this statement it is obvious that Project Scheduling received ratings ranging between mostly negative to mostly positive. As mentioned before the Virtual Team monitored is reliant on other teams delivering their deliverables on time.
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Through the life of this project it was not always the case and delays were frequent.
The result of Question 16, 19 and 20 however does indicate that the team was allowed to make adjustments to their schedules and deadlines and that the quality of their output was always considered the main objective.
Have individuals on a team who are highly motivated
Question 63 asked the team members whether the team felt that success on this project was paramount and so were motivated in terms of project participation. This specific question scored a very high 4.88 weighted average, with 87.5% of team members stating that they strongly agreed with this statement.
Select a leader who plays a role in generating motivation and enthusiasm, in developing the shared vision, and in getting management support.
Questions 68 to 72 profiled how the team members viewed the leader of the Virtual Team.
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Question
Question
Number
Weighted Average
Question 68
The team had an effective leader
4.88
Question 69
The leader continually worked to build the team
4.63
Question 70
The leader provided direction to the team
4.63
Question 71
The leader had the formal authority necessary to complete
4.63
the project Question 72
The leader was involved in specifying project goals
4.13
Table 14. High-Performing Virtual Team Result 5
As can be seen from the totals shown above, it is apparent that the team viewed their leader as being capable, motivational and enthusiastic.
6.
Have members on the team who have few interpersonal problems, and, have members who are team players and have a positive attitude about working in a group.
The following list of questions asked team members to discuss the way the team handled conflict and how members were treated.
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Question
Question
Number
Weighted Average
Question 37
Results and early deliverables were shared within the team
4.75
Question 38
Team members generally understood each person's role and
4.75
expected contributions to the team Question 41
There was a supportive culture within the team
5.00
Question 42
The team functioned through collaborative leadership
5.00
Question 49
Team members worked to resolve conflict as required
4.13
Question 50
There were no interpersonal or other issues that prevented
4.50
the team from working together effectively Question 52
There were few conflicts in terms of project performance
4.38
evaluation and rewards among team members Question 53
A collaborative, win-win solution was preferred whenever
4.50
conflicts did arise Question 54
The team acted like a team, demonstrating interest and
4.38
enthusiasm during team activities Question 58
Team members encouraged the exchange of diverse
4.50
perspectives and different points of view Question 59
Team members acknowledged the contributions made by
4.00
other team members
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Question 60
Team members assisted others on the team by sharing
4.50
knowledge and information Question 61
Team members were trustworthy
4.25
Question 62
Team members were considerate of others' feelings and
4.00
were friendly Question 63
The team felt that success on this project was paramount
4.88
and so were motivated in terms of project participation
Table 15. High-Performing Virtual Team Result 6
As with the previous sections, the team scored highly in this category.
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7.
Have team members who have the ability to recognize when they need help and where to find it
Questions 37, 60, 79, 83 and 84 asked team members questions related to the accessibility and sharing of information between team members and on the project as a whole.
Question
Question
Number
Weighted Average
Question 37
Results and early deliverables were shared within the team
4.75
Question 60
Team members assisted others on the team by sharing
4.50
knowledge and information Question 79
Data concerning the project were easily accessible by all
4.25
team members Question 83
When changes were made that affected the project, they
4.38
were communicated to all team members Question 84
The project team actively participated in project reviews,
4.63
and results were shared among all team members
Table 16. High-Performing Virtual Team Result 7
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The team members felt that information was readily available and that they shared concerns and results about their own deliverables with the rest of the team.
8.
Have a good composition of team members in terms of the collective skill set and knowledge and have team members with strong technical skills
Questions 3 and 43 - 46 asked team members to profile the collective skill set as well as define how technically challenging the project they were responsible for was.
Question
Question
Number Question 3
Weighted Average
The project was considered technically challenging within
4.88
the organization Question 43
The team has the right composition with the requisite skills
4.75
represented Question 44
The team has the right experience so that a critical mass of
4.50
experienced people was available on the team Question 45
Team members felt that assigned tasks were in concert with
4.50
their specific skills and expertise
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Question 46
Team members provided ideas, suggestions, and best
4.50
practices to others in order to further the expertise of the entire team
Table 17. High-Performing Virtual Team Result 8
The team members felt that information was readily available and that they shared concerns and results about their own deliverables with the rest of the team.
From this analysis we can see that the Virtual Team has all the key characteristics of a highly functioning Virtual Team.
4.7 Decomposed Theory of Planned Behavior
As mentioned in the previous chapter, the Decomposed Theory of Planned Behavior states there are three determinant factors which can predict how effectively an individual will make use of technology.
When using the information gathered from the surveys done at DevCo Software Development it is dear that the company culture creates an environment that is Page 73 of 146
conducive to high use of technology. According to the Decomposed Theory of Planned Behavior the following factors will determine how readily employees will make use of technology to aid them in their daily functions. These are:
Perceived ease of use Perceived usefulness Compatibility Peer's influence Superior's influence Self-efficacy Technical Support
The survey performed on the entire Software Development Department paints a clear picture of how reliant these employees are on technology to perform their duties. Most employees have full-time access to the internet, checks there email as soon as notification is received and have a home office or similar room equipped for working from home. It is clear that these employees view technology as an important part of their everyday lives as can be seen in the survey when looking at the amount of time spent interacting with technology.
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According to the Decomposed Theory of Planned Behavior, the employees at DevCo Software Development should find working and communicating in Virtual Teams relatively easy. When analyzing the responses from the Virtual Team it is also evident that the members of the Virtual Team see themselves as effective and efficient. It is also dear that the members of the Virtual Team have a strong sense of belonging.
Hamner and Qazi (2008) also state that it has been found that a high level of organizational support plays an important role in promoting more favorable beliefs about the use of technology among employees. It was also reported in previous research that the lack of a favorable Organizational Culture is considered to be a critical barrier to the effective utilization of computers. Additionally, a facilitating condition such as positive or favorable culture in an organization will have a direct effect on behavior that can influence utilization. In this regard the Decomposed Theory of Planned Behavior's prediction that a Virtual Team working in DevCo Software Development will be efficient and effective seems to be true.
It seems plausible from this study that the company culture and team member attitude is of utmost importance when analyzing a Virtual Team's potential at being successful and that these factors influences a Virtual Team's ability of being potentially effective and efficient directly. Page 75 of 146
A more detailed analysis is needed that includes a bigger sample of companies and Virtual Teams before any definitive and generalized findings can be made about the direct link between company culture, technology acceptance and Virtual Team success.
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Chapter 5 - Conclusion
5.1 Concluding Summary
The aim of this study was to review current literature on Virtual Teams, identify key models or theories that are used to help predict how effective these Virtual Teams would be and to analyze one such Virtual Team.
After analyzing the theory concerning Virtual Teams, the Media Richness Model and the Decomposed Theory of Planned Behavior was found to be two models that are frequently used to predict the possible effectiveness of Virtual Teams.
After analyzing the corporate culture of the employees employed in the Software Development Department of DevCo Software Development, it is dear that technology plays an important part in the corporate culture. The employees were shown to make extensive use of instant messaging and email to communicate with their colleagues irrespective of where these colleagues were located. When applying these findings to the Decomposed Theory of Planned Behavior, it seems that the corporate culture at DevCo Software Development is a favorable environment for effective and efficient Virtual Teams. Page 77 of 146
The results from the Knowledge Management Virtual Team survey showed that the team thought of themselves as being a highly proficient team, able to deliver technically challenging deliverables.
In the surveys conducted it was interesting to note that all the employees preferred communication channels that are considered to have a very low richness, according to the Media Richness Model. When referencing the theory with regard to Virtual Teams the following statements help to put this finding in context.
Simon (2006) states that people consider email to be less natural and less preferable means of communication than meeting face to face but that despite the lack of naturalness in many computer-mediated systems, humans maintain an ability to adapt to and compensate for alternative modes of communication to convey information. Thus, human motivation and the ability to adapt to the limits of technology allow people to overcome obstacles presented by media that are low in naturalness. Comparisons of face-to-face and computer-mediated groups have indicated that participants do, in fact, adapt to communicating through different technology. Researchers examining participants over an extended period of time have shown that, in addition to immediately compensating for the limitations of a medium, the participants adapt to challenging media as they become familiar with it. Page 78 of 146
Johansson, Dittrich and Juustila (1999) did a study involving students from two different universities, where the students had to work as a Virtual Team and complete a project together. The Virtual Team where then analyzed and observations where made focusing on problems experienced that affected the project negatively. The main problem experienced with the two teams where that communication between the two teams were hampered by the fact that they did not have any face-to-face meetings. They did however find that communication was improved significantly with the aid of email, which compensated to some extent for the missing face-to-face contact.
With regard to the use of the Media Richness Model Simon (2006) states that despite the considerable attention given to Media Richness Theory, research has provided little support for it.
DeRosa, Hantula, Kock and D'Arcy (2004) states that as team members become more familiar and more comfortable with media lower in richness, their perceptions toward the media continues to become more positive, which has important implications on the types of media used in Virtual Teamwork. Media Richness theory does not account for team member familiarity or contextual factors such as norms for technology use, which may impact the formation of trust and other interpersonal processes in virtual communication. Page 79 of 146
5.2 Recommendations for Future Research
Possible studies that could be made include: Virtual Teams from different companies with different corporate cultures can be compared Virtual Teams and classic project teams can be compared performing similar work on the same project A generic model predicting Virtual Team effectiveness may be developed Case Studies could be made of other Virtual Teams that are classified as effective
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Page 88 of 146
Appendix 1- DevCo Software Development Survey Result 1. What is the total number of hours a week that you spend on a computer? Response
Response
Percent
Count
0-10
0.0%
0
11-20
0.0%
0
21-30
0.0%
0
2.3%
1
29.5%
13
31-40
n
41-50 51-60
I
1
34.1%
15
61+
I
1
34.1%
15
answered question
44
skipped question
0
2. Of these hours, how many are used for work activities? Response
Response
Percent
Count
0-10
0.0%
0
11-20
0.0%
0
21-30
0.0%
0
34.1%
15
52.3%
23
9.1%
4
4.5%
2
answered question
44
skipped question
0
31-40
)
41-50 51-60 ET 81+
El
Page 89 of 146
How many are used for other activities?
0-10
Response
Response
Percent
Count
59.1%
26
11-20
I
20.5%
9
21-30
I
15.9%
7
31-40
2.3%
1
41-50
0.0%
0
51-60
0.0%
0
2.3%
1
answered question
44
skipped question
0
61+
El
What is your most common activities when using a computer outside of normal business hours? Response
Never
Seldom
Regularly
Daily
Games
20.5% (9)
56.8% (25)
13.6% (6)
9.1% (4)
44
Surfing the Internet
4.5% (2)
13.6% (6)
40.9% (18)
40.9% (18)
44
Email
2.3%
16.3% (7)
23.3% (10)
58.1% (25)
43
Work related
4.8%
23.8% (10)
21.4% (9)
50.0% (21)
42
9.3% (4)
34.9% (15)
30.2% (13)
25.6% (11)
43
Word Processing
16.3% (7)
53.5% (23)
18.6% (8)
11.6% (5)
43
Research not work related
9.3% (4)
32.6% (14)
39.5% (17)
18.6% (8)
43
Research Work Related
Count
answered question
44
skipped question
0
Page 90 of 146
Do you use the internet more or less than your peers? Response Response Count Percent More
34.1%
15
Less I
25.0%
11
40.9%
18
answered question
44
skipped question
0
The same
How many hours a week do you spend doing the following activities?
Surfing the Internet
Playing Computer Games
Using Email
Participating in chat rooms and forums
Talking on the telephone
Watching television
Socializing with friends
Spend with family
Extracurricular activities
0
less than 1
1-3
44
7-10
11-15
16-20
20+
0.0%
9.3%
20.9%
9.3%
4.7%
7.0%
(4)
(9)
32.6% (14)
16.3%
(0)
(7)
(4)
(2)
(3)
23.8%
40.5%
14.3%
9.5%
7.1%
2.4%
2.4%
0.0%
(10)
(17)
(6 )
(4)
(3)
(1)
(1)
(0)
0.0%
9.3%
25.6%
16.3%
16.3%
9.3%
4.7%
18.6%
(0)
(4)
(11)
(7)
(7)
(4)
(2)
(8)
48.8% (21)
30.2%
11.6%
4.7%
2.3%
2.3%
0.0%
(13)
(5 )
(2)
(1 )
(1)
(0)
0.0% (0)
16.3%
46.5% (20)
20.9%
9.3%
2.3%
2.3%
0.0%
2.3%
( 7)
(9)
(4)
(1)
(1)
(0)
(1 )
9.5%
16.7%
14.3%
23.8%
16.7%
9.5%
7.1%
2.4%
(7 )
(6)
(10)
(7)
(4)
(3)
(1 )
14.0%
11.6%
20.9%
9.3%
2.3%
4.7%
(5)
37.2% (16)
(9)
(4)
(1)
(2)
9.3%
18.6%
14.0%
11.6%
14.0%
11.6%
9.3%
(4)
(8)
(6)
(5)
(6 )
(5)
(4)
9.3%
32.6% (14)
30.2%
11.6%
2.3%
2.3%
2.3%
(5)
(1)
(1)
(1)
0.0% (0) 11.6%
9.3% (4)
(4)
(13)
Response Count
answered question skipped question
Page 91 of 146
43
42
43
43
43
42
43
43
43
43
Do you have an additional computer at home? Response Response Count Percent Yes No 1
1
84.1%
37
15.9%
7
answered question
44
skipped question
0
If yes, in which room is this computer located? Response Count 37 answered question
37
skipped question
7
Do you have access to the intemet at home? Response Response Percent Yes No
1- 7
Count
93.2%
41
6.8%
3
answered question
44
skipped question
0
Page 92 of 146
If yes, do you have ...
A Dial-up Connection DSL Connection iBurst
Response Percent
Response Count
2.4%
1
I
51.2%
21
n—I
12.2%
5
46.3%
19
answered question
41
skipped question
3
❑
3G/HSDPA
How many emails do you receive at work per day on average? Response Percent
Response Count
2.3%
1
11-20
22.7%
10
21-30
36.4%
16
31-60
22.7%
10
4.5%
2
11.4%
5
answered question
44
skipped question
0
1-10
61-90 91 or more
fl
FI
I
1
Page 93 of 146
12. How many personal emails do you receive per day on average?
1-10
Response
Response
Percent
Count
63.6%
28
27.3%
12
11-20
1
21-30
n
4.5%
2
31-60
o
2.3%
1
61-90
n
2.3%
1
0.0%
0
answered question
44
skipped question
0
1
91 or more
13. How many times a day do you check your email at work? Response
Response
Percent
Count
as they come in / when notification 79.1%
34
0-3
4.7%
2
4-6
2.3%
1
7-10
0.0%
0
every hour
14.0%
6
answered question
43
skipped question
1
is received
Page 94 of 146
14. How many times a day do you check your email at home? Response Response Count
Percent as they come in / when notification is
26.8%
11
0.3
51.2%
21
4-6
4.9%
7-10
12.2%
every hour
4.9%
received
5
answered question
41
skipped question
3
Response
Response
Percent
Count
15. What devices do you make use of?
Notebook
95.5%
42
Desktop Computer
72.7%
32
Smartphone
27.3%
12
13.6%
6
XBOX 360
I
Wii Playstation 2 or 3 PSP Celiphone with access to the Internet GPS
15.9% I-7
15.9%
7
6.8%
3
52.3%
23
27.3%
12
answered question
44
skipped question
0
Page 95 of 146
16. If you need to communicate with a team member located at the same office, how would you communicate?
Email
Instant Messaging
Phone
In person
Response Count
1st most likely
6.8% (3)
54.5% (24)
0.0% (0)
38.6% (17)
44
2nd most likely
45.5% (20)
40.9% (18)
0.0% (0)
13.6% (6)
44
3rd most likely
47.7% (21)
4.5% (2)
6.8% (3)
40.9% (18)
44
4th most likely
7.0% (3)
0.0% (0)
88.4% (38)
4.7% (2)
43
answered question
44
skipped question
0
17.1f you need to communicate with a team member located at one of the international offices, how would you communicate?
Email
Instant Messaging
Phone
Live Meeting
Response Count
1st most likely
55.8% (24)
44.2% (19)
0.0% (0)
0.0% (0)
43
2nd most likely
37.2% (16)
53.5% (23)
4.7% (2)
4.7% (2)
43
3rd most likely
9.3% (4)
7.0% (3)
46.5% (20)
37.2% (16)
43
4th most likely
2.3% (1)
0.0% (0)
44.2% (19)
53.5% (23)
43
answered question
43
skipped question
1
Page 96 of 146
In general which method of communication do you prefer? Response Response Percent
Count
Email
29.5%
13
Instant Messaging
36.4%
16
Phone
0.0%
0
In person
34.1%
15
Live meeting
0.0%
0
answered question
44
skipped question
0
When considering how you interact with technology, how would you classify yourself? Response Response Percent Super user
Count
29.5%
13
54.5%
24
Average user
15.9%
7
Only use it to perform work activities
0.0%
0
answered question
44
skipped question
0
Advanced user I
1
When compared to your coworkers, how would you rate the way you interact with technology? Response Response Percent
Count
More I
22.7%
10
Less
13.6%
6
63.6%
28
answered question
44
skipped question
0
The same I
1
Page 97 of 146
Are you comfortable with the level of technology use that is required by the company culture? Response Response Percent Yes No TT
Count
90.9%
40
9.1%
4
answered question
44
skipped question
0
Do you feel the level of technical support provided by the company facilitates the necessary amount of technology use needed to perform your duties? Response Response Percent Yes No I
Count
68.2%
30
31.8%
14
answered question
44
skipped question
0
Page 98 of 146
Appendix 2. - Knowledge Management Virtual Team Survey Results Virtual Team Survey Project requirements were defined succinctly and remained fairly constant from the beginning of the project Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
62.5%
5
Agree
37.5%
3
Strongly Agree
0.0%
0
answered question
8
skipped question
0
Technical goals remained stable throughout the project Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
25.0%
2
Neutral
12.5%
1
37.5%
3
25.0%
2
answered question
8
skipped question
0
Agree Strongly Agree
I
Page 99 of 146
3. The project was considered technically challenging within the organization Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
12.5%
1
87.5%
7
answered question
8
skipped question
0
Strongty Agree
I
4. The project met or exceeded sales expectations Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
1
Agree Strongly Agree
i
Page 100 of 146
5. The project met or exceeded volume expectations Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
50.0%
4
answered question
8
skipped question
0
1
Strongly Agree
G. The project came in at or below the cost estimate Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
50.0%
4
37.5%
3
12.5%
1
answered question
8
skipped question
0
Neutral
Agree I Strongly Agree
1
1
1
Page 101 of 146
The project was launched within or under the original project budget Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
50.0%
4
Agree
37.5%
3
Strongly Agree
12.5%
1
answered question
8
skipped question
0
In general, adequate funding was available for the project Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
25.0%
2
Agree
82.5%
5
Strongly Agree
12.5%
1
answered question
8
skipped question
Page 102 of 146
9. The project met or exceeded technical performance expectations Response Response Count
Percent Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
87.5%
7
Strongly Agree
12.5% answered question
8
skipped question
0
10. It was considered to be more important to complete the technical goals even If compromises were required In terms of cost or schedule Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
I
Page 103 of 146
Project performance was evaluated regularly to ensure that quality standards were met Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
12.5%
1
37.5%
3
37.5%
3
answered question
8
skipped question
0
Neutral F-1 Agree Strongly Agree I
Rework was minimal Response
Response
Percent
Count
Strongly Disagree
25.0%
2
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
25.0%
2
answered question
8
skipped question
0
Agree Strongly Agree
I
Page 104 of 146
The product or service satisfied real needs Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
75.0%
6
answered question
8
skipped question
0
Strongly Agree I
Actions were taken to increase product effectiveness to provide added benefits to customers and other stakeholders Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
75.0%
6
Strongly Agree
25.0%
2
answered question
8
skipped question
0
Page 105 of 146
Schedule performance was monitored throughout the project
Strongly Disagree
Response
Response
Percent
Count
0.0%
0
25.0%
2
Neutral
0.0%
0
Agree
50.0%
4
25.0%
2
answered question
8
skipped question
0
Disagree
Strongly Agree
I
I
I
1
Causes of any variances were analyzed to determine whether corrective action was required Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
87.5%
7
12.5%
1
answered question
8
skipped question
0
Agree Strongly Agree
1
Page 106 of 146
17. Rebaselining was not necessary since schedule delays were not severe
I
Neutral
Count
3
1
25.0%
2
1
25.0%
2
0.0%
0
12.5%
1
answered question
8
skipped question
0
Agree Strongly Agree
Response
Percent 37.5%
Strongly Disagree Disagree
Response
1---1
18. Schedule updates were such that they did not necessitate any other adjustments to other aspects of the project
1
1
Response
Response
Percent
Count
37.5%
3
Disagree
0.0%
0
Neutral
25.0%
2
25.0%
2
12.5%
1
answered question
8
skipped question
0
Strongly Disagree
Agree Strongly Agree
I
1
Page 107 of 146
Duration estimates considered the quality of Input data and were refined throughout the project as additional data became available Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
75.0%
6
Strongly Agree
25.0%
2
answered question
8
skipped question
0
Project and resource calendars were synchronized so that schedule efficiency was achieved Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
37.5%
3
answered question
8
skipped question
0
Page 108 of 146
Responsibilities were specified and known between members of the project team and those in the contracting unit Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
50.0%
4
answered question
8
skipped question
0
Clear lines of responsibility were established with contractors and subcontractors Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
50.0%
4
answered question
8
skipped question
0
Page 109 of 146
The project provided a platform for future opportunities Response Response Count Percent Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
0.0%
0
100.0 %
8
Strongly Agree
I
answered question
8
skipped question
0
The project met or exceeded senior management expectations Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
25.0%
2
Agree
25.0%
2
Strongly Agree
50.0%
4
answered question
8
skipped question
0
Page 110 of 146
The project added to the overall credibility of the company with its customers Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
25.0%
2
0.0%
0
75.0%
6
answered question
8
skipped question
0
Neutral I Agree Strongly Agree
I
The project was considered to be Important for the success of the organization Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
75.0%
8
answered question
a
skipped question
0
Page 111 of 146
The project's priority within the organization remained unchanged during the time period of performance Response Response Count
Percent Strongly Disagree
0.0%
0
1
25.0%
2
r---1
12.5%
1
Agree
0.0%
0
Strongly Agree
62.5%
5
answered question
8
skipped question
0
Disagree Neutral
The various elements of the project were properly coordinated
Strongly Disagree Disagree
1----1
Neutral Agree Strongly Agree
I
1
Response
Response
Percent
Count
0.0%
0
12.5%
1
0.0%
0
75.0%
6
12.5%
1
answered question
8
skipped question
0
Page 112 of 146
29. Trade-offs among competing objectives were made to ensure that stakeholder expectations were met or exceeded Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
37.5%
3
62.5%
5
answered question
8
skipped question
0
Strongly Agree
I
I
30. The work of the project was integrated with other efforts under way in the performing organization Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
1
Page 113 of 146
Mechanisms were in place to track the project's progress Response Response Count
Percent Strongly Disagree
0.0%
0
12.5%
1
Neutral
12.5%
1
Agree
62.5%
5
12.5%
1
answered question
8
skipped question
0
Disagree I
Strongly Agree I-1
Project review sessions were routinely conducted, and results were distributed to team members
Strongly Disagree
Response
Response
Percent
Count
0.0%
0
12.5%
1
Neutral
12.5%
1
Agree
50.0%
4
Strongly Agree
25.0%
2
answered question
8
skipped question
0
Disagree
I
Page 114 of 146
33. Project reporting was considered a routine activity by all team members Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
75.0%
6
25.0%
2
answered question
8
skipped question
0
Strongly Agree
1
34. Project risks were identified and analyzed Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
62.5%
5
37.5%
3
answered question
8
skipped question
0
Agree
1
Strongly Agree
1
1 1
Page 115 of 146
A dedicated 'team room' existed for project activities Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
12.5%
1
Strongly Agree
75.0%
6
answered question
8
skipped question
0
Action items from team meetings were recorded and tracked to completion Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
62.5%
5
answered question
8
skipped question
0
Page 116 of 146
Results and early deliverables were shared within the team Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
75.0%
6
answered question
8
skipped question
0
Team members generally understood each person's role and expected contributions to the team Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
75.0%
6
answered question
8
skipped question •
Page 117 of 146
0
Team members had job descriptions that were available and shared throughout the team Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
50.0%
4
37.5%
3
answered question
8
skipped question
0
Neutral I-I Agree Strongly Agree I
The team established an orientation process for new team members in terms of the team's operating procedures and communication protocols Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
12.5%
1
12.5%
1
75.0%
6
answered question
8
skipped question
0
Agree Strongly Agree
7-1
Page 118 of 146
49. There was a supportive culture within the team Response Response Percent
Count
Strongly Disagree
0.0%
Disagree
0.0%
Neutral
0.0%
0
Agree
0.0%
0
Strongly Agree I
100.0% answered question
8
skipped question
0
42. The team functioned through collaborative leadership Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
0.0%
0
Strongly Agree
100.0%
8
answered question
8
skipped question
0
Page 119 of 146
The team has the right composition with the requisite skills represented Response Percent
Response Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
75.0%
6
answered question
8
skipped question
0
Strongly Agree
I
The team has the right experience so that a critical mass of experienced people was available on the team Response Percent
Response Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
1
Page 120 of 146
Team members felt that assigned tasks were in concert with their specific skills and expertise Response Response Count
Percent Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
50.0%
4
answered question
8
skipped question
0
Team members provided ideas, suggestions, and best practices to others in order to further the expertise of the entire team Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
I
I
Page 121 of 146
47. A responsibility assignment matrix was prepared Response
Response
Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
25.0%
2
Agree
37.5%
3
25.0%
2
answered question
8
skipped question
0
Strongly Agree
I
48. During project planning, possible conflicts were considered and discussed Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
62.5%
5
Strongly Agree
25.0%
2
answered question
8
skipped question
Page 122 of 146
49. Team members worked to resolve conflict as required
Strongly Disagree
I
Response
Response
Percent
Count
1
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
37.5%
3
50.0%
4
1
Strongly Agree
answered question
8
skipped question
0
50. There were no interpersonal or other issues that prevented the team from working together effectively Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
Agree
1
Strongly Agree
I
I
answered question
8
skipped question
0
Page 123 of 146
51. Team members generated alternative solutions to overcome problems encountered on the project Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
75.0%
6
1
Strongly Agree
answered question
8
skipped question
0
52. There were few conflicts in terms of project performance evaluation and rewards among team members Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
62.5%
5
37.5%
3
Agree Strongly Agree
1
answered question
8
skipped question
0
Page 124 of 146
A collaborative, win-win solution was preferred whenever conflicts did arise Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
0.0%
0
Strongly Agree
87.5%
7
answered question
0
skipped question
The team acted like a team, demonstrating interest and enthusiasm during team activities Response Response Percent
Count
Strongly Disagree
0.0%
Disagree
0.0%
0
Neutral
12.5%
1
37.5%
3
50.0%
4
answered question
8
skipped question
0
Agree I Strongly Agree
Page 125 of 146
The team had a common sense of purpose, values and goals Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
12.5%
1
75.0%
6
answered question
8
skipped question
0
Neutral I-I Agree Strongly Agree I
1
Team members supported the project's vision and worked together to support a unified goal Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
25.0%
2
Agree
0.0%
0
75.0%
6
answered question
8
skipped question
0
Strongly Agree
I
I
Page 126 of 146
Team spirit and team norms were considered important throughout the project Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
75.0%
6
answered question
8
skipped question
0
Team members encouraged the exchange of diverse perspectives and different points of view Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
I
1
Page 127 of 146
Team members acknowledged the contributions made by other team members Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
25.0%
2
Agree
50.0%
4
25.0%
2
answered question
8
skipped question
0
Strongly Agree
I
Team members assisted others on the team by sharing knowledge and information Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
50.0%
4
answered question
8
skipped question
0
Page 128 of 146
81. Team members were trustworthy Response
Response
Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
62.5%
5
answered question
8
skipped question
0
Strongly Agree
I
I
62. Team members were considerate of others' feelings and were friendly Response
Response
Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
25.0%
2
Agree
0.0%
0
62.5%
5
answered question
8
skipped question
0
Strongly Agree
i
1
Page 129 of 146
63. The team felt that success on this project was paramount and so were motivated in terms of project participation Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
12.5%
1
Strongly Agree
87.5%
7
answered question
8
skipped question
0
64. The team adopted a project management process for this project similar to that used throughout the organization Response Response Percent Strongly Disagree Disagree I Neutral Agree I Strongly Agree
Count
0.0%
0
25.0%
2
0.0%
0
50.0%
4
25.0%
2
answered question
8
skipped question
0
Page 130 of 146
Team members identified technical problems throughout the project so they could collectively resolve them Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
37.5%
3
50.0%
4
answered question
8
skipped question
0
Neutral I
1
Agree
1
Strongly Agree
The team had the authority and discretion to make the decisions that impacted the project Response
Response
Percent
Count
Strongly Disagree
25.0%
2
Disagree
0.0%
0
Neutral
12.5%
1
12.5%
1
50.0%
4
answered question
8
skipped question
0
Agree Strongly Agree
I
1 i
Page 131 of 146
Team goals were established as performance incentives and evaluation criteria, and the link between performance and rewards was clear Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
37.5%
3
62.5%
5
answered question
8
skipped question
0
1
Agree
1
Strongly Agree
The team had an effective leader Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
12.5%
1
87.5%
7
answered question
8
skipped question
0
Agree Strongly Agree
7-1
Page 132 of 146
69. The leader continually worked to build the team Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
37.5%
3
62.5%
5
answered question
8
skipped question
0
Strongly Agree
1
I
70. The leader provided direction to the team Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
12.5%
1
12.5%
1
75.0%
6
answered question
8
skipped question
0
Agree Strongly Agree
1
Page 133 of 146
The leader had the formal authority necessary to complete the project Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
12.5%
1
75.0%
6
answered question
8
skipped question
0
Neutral II Agree
I
Strongly Agree I
The leader was Involved in specifying project goals Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
37.5%
3
12.5%
1
50.0%
4
answered question
8
skipped question
0
Agree I Strongly Agree
i
Page 134 of 146
Project goals were clear to everyone on the team Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
75.0%
8
answered question
8
skipped question
0
Strongly Agree
1
1
Management made constructive remarks versus discouraging remarks when present at team meetings Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
50.0%
4
50.0%
4
Agree I Strongly Agree
1
answered question skipped question
Page 135 of 146
0
Management provided guidance to the team when requested, allowing autonomy at other times when help was not solicited Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
50.0%
4
answered question
8
skipped question
0
Strongly Agree
i
1
The team defined its communications channels at the start of the project Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
75.0%
6
25.0%
2
answered question
8
skipped question
0
Agree Strongly Agree
1
1
Page 136 of 146
E-mail protocols were followed throughout the project Response Response Count Percent Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
Agree
50.0%
4
Strongly Agree
37.5%
3
answered question
a
skipped question
0
Neutral E-1
Incisive discussions frequently occurred within the team during meetings so that meetings were viewed as productive activities Response Response Percent Strongly Disagree Disagree I-1
Count
0.0%
0
12.5%
Neutral
0.0%
0
Agree
37.5%
3
Strongly Agree
50.0%
4
answered question
8
skipped question
Page 137 of 146
Data concerning the project were easily accessible by all team members Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
25.0%
2
Strongly Agree
62.5%
5
answered question
8
skipped question
0
During the project, the team used a common vocabulary in project discussions Response Response Percent
Count
Strongly Disagree
12.5%
1
Disagree
0.0%
0
Neutral
0.0%
0
Agree
50.0%
4
Strongly Agree
37.5%
3
answered question
8
skipped question
0
Page 138 of 146
Team members informally communicated throughout the project with one another Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
0.0%
0
100.0%
8
Strongly Agree
I
answered question
8
skipped question
0
Points of contact were established for various issues on the project so that team members and the client knew whom to contact Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
12.5%
1
Agree
50.0%
4
Strongly Agree
37.5%
3
answered question
8
skipped question
Page 139 of 146
83. When changes were made that affected the project, they were communicated to all team members Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
12.5%
1
37.5%
3
50.0%
4
Neutral
7—.1
Agree Strongly Agree
1
I
answered question
8
skipped question
0
84. The project team actively participated in project reviews, and results were shared among all team members Response
Response
Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
37.5%
3
62.5%
5
Agree
1
Strongly Agree
1
1 1
answered question
8
skipped question
0
Page 140 of 146
85. Team members consistently demonstrated effective listening skills Response Response Percent
Count
Strongly Disagree
0.0%
0
Disagree
0.0%
0
Neutral
0.0%
0
Agree
62.5%
5
Strongly Agree
37.5%
3
answered question
8
skipped question
0
Page 141 of 146
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Project Sc hedule Schedule performance was monitored throughout the proj ec t Causes of any variances were analyzed to de termine whethercorrec tive ac tion was required Rebaselining was not nece ssary since schedule delays were not se vere Schedule up dates were such that they did not necessita te any o ther adjustments to other aspects of the proj ec t Duration estima tes considered the quality of inp ut data and were refined throughout the project as additional data became available Proj ect an d resource calendars were synchronized so that schedule efficiency was achie ved
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Proj ec t performance w as evaluate d regularly to ensure that quality standards were met Rework was minimal The product or service sa tisfied real needs Actions were taken to increase product effectivenes s to provide addedbenefits to customers and other stakeholders
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Project Quality The proj ec t met or exceeded technical performance exp ectations
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Project Cost The proj ect me t or exceeded sales exp ec tations The proj ec t met or exceeded volume expec tations The proj ec t came in at or below the cost estimate The proj ec t was launched within or under the original p rojec t budget In general, adequate funding was available for the proj ec t
'Project Scope Proj ect requirements were defined succinc tly and remainedfairly constant from the beginning of the projec t Technical goals remained stable throughout the project The proj ec t was considered technically challenging w ithin the organization
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Proj ec t risks were identified and analyzed
4
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Mechanisms were in place to track the proj ec t's progress (Projec t review sessions were routinely conduc te d, and results were distributed to team members Proj ect rep orting was considered a routine activity by all team members
en
Team members generally understood each person's role and expec ted contributions to the team
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The projec t was considered to be imp ortantfor the success ofthe organization The projec t's p riority within the organization remained unchange dduring the time period of p erformance The various elements of the projec t were properly coordinated Trade-offs among compe ting objectives were made to ensure that stakeholder expec tations were me t or excee de d The work of the project was integrated with o ther efforts under way in the performing organiza tion A
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' Project Integration The projec t provided a platform for future opp ortunities The projec t met or exceede d senior management expecta tions The projec t added to the overall crediliility ofthe company w ithits cus tomers
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Clear lines of resp onsibility were established with contrac tors and subcontractors
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Team members had j ob descrip tions that were available and shared throughout the team The team established an orien tation process for new team members in terms of the 40 team's opera ting procedure s andcommunication pro toc ols There was a supportive culture within the team 41 42 The team functioned through collaborative leadership
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Team members acknowledged the contributions made by other team members
Team members assisted o thers on the team by sharing knowle dge andinforma tion Te am members w ere trustworthy Team members w ere considerate of others'feelings and were friendly The team felt tha t success on this proj ect was p aramount and so were motivated in terms of proj ec t partic ip ation
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Communication The team defined its communications c hannels a t the start of the projec t E-mail protocols were followe d throughout the project
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ir)
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The team hadan effec tive leader The leader continually workedto build the team The leader provide ddirec tion to the team The leader had the formal authority necessary to complete the projec t The leader was involved in sp ec ifying projec t go als Project goals were clear to everyone on the team. Management made constructive remarks versus discouraging remarks when present at team meetings
e e e
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Te am goals w ere established as performance inc entives and evaluation criteria, and the linkbetween p erformance and re wards was clear
A
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Team members identifie d technical problems throughout the proj ect so they could collec tively resolve them The team had the authority and discretion to make the decisions that imp ac te d the
vi
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Process es an d Procedures The team adop ted a project management process for this proj ect similar to that us ed
o Lt) O
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Team members encouraged the exchange of diverse perspectives anddifferent p oints of view to n
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t:
Team members informally communicated throughout the projec t with one ano ther Points of contact were establishedfor various issues on the projec t so that team members and the client knew whom to con tact When changes were made that affec ted the proj ec t, they were communic ated to all team members
ae
25. 00%
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During the proj ect, the team use d a common vocabulary in projec t discussions
Incisive discussions frequently occurre d within the team during mee tings so that meetings were viewe d as productive activities Data conc erning the proj ect we re easily accessible by all team members d e•i us ,.I)
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2
UNIVERSITY OF JOHANNESBURG UNIVERSITEIT VAN JOHANNESBURG AUCKLAND PARK KINGSWAY CAMPUS / KAMPUS PO BOX 524 / POSBUS 524 AUCKLAND PARK 2006 Tel: 011 559-2165
..,
7012 -05- I _;
This item must be returned on or before the last date stamped. A renewal for a further period may be granted provided the book is not in demand. Fines are charged on overdue items.
GS-sA7,020),
E5
