Why Project Networks Beat Project Teams Harvard Case Solution & Analysis

To investigate the factors affecting the success of the team, working on high-tech projects, the authors studied the corporate recognition program for project teams in a large multinational food companies. Based on this study, the authors introduce the concept of a network project as an important tool to achieve high-end work. Typically, network design consists of a core set of team members who bring non-core contributors (such as other employees, vendors, consultants, or customers) from their personal networks to provide knowledge, information and feedback about the task team. Network design thus takes advantage of both the project team as a whole and individual members of the bonds. Finalist authors contrast and nonfinalist project team from the program team recognition on the food company. Empirical data, the authors of the report indicate that, on average, there was no significant difference between the finalist and nonfinalist teams on several characteristics of the project: the project resources or changes in the membership of the project. However, in one area there was a significant difference: in the finalist teams of the project was more non-core members. After taking into account the characteristics of the project, the size of the core team of the project and other factors associated with the number of non-core participants was positive and significant predictor of success, the researchers report. Network design can be useful when any of the following conditions: the scale of the project is beyond the control and influence of the core team, the problem is complex, and it is unclear whether or not there is an optimal solution, or some of the knowledge needed to create high-value output is elsewhere. Managers can use the project kick-off meeting set standards and expectations that the project team members have the opportunity to look for a team possible solutions to complex problems. "Hide
by Jonathan Cummings, Carol Pletcher Source: MIT Sloan Management Review 6 pages. Publication Date: April 1, 2011. Prod. #: SMR382-PDF-ENG

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