G. Edward Gibson, Mounir El Asmar, Abdulrahman Yussef and David Ramsey
Assessing front end engineering design (FEED) accuracy is significant for project owners because it can support informed decision-making, including confidence in cost and schedule…
Abstract
Purpose
Assessing front end engineering design (FEED) accuracy is significant for project owners because it can support informed decision-making, including confidence in cost and schedule predictions. A framework to measure FEED accuracy does not exist in the literature or in practice, not does systematic data directly linking FEED accuracy to project performance. This paper aims to focus first on gauging and quantifying FEED accuracy, and second on measuring its impact on project performance in terms of cost change, schedule change, change performance, financial performance and customer satisfaction.
Design/methodology/approach
A novel measurement scheme was developed for FEED accuracy as a comprehensive assessment of factors related to the project leadership and execution teams, management processes and resources; to assess the environment surrounding FEED. The development of this framework built on a literature review and focus groups, and used the research charrettes methodology, guided by a research team of 20 industry professionals and input from 48 practitioners representing 31 organizations. Data were collected from 33 large industrial projects representing over $8.8 billion of installed cost, allowing for a statistical analysis of the framework's impact on performance.
Findings
This paper describes: (1) twenty-seven critical FEED accuracy factors; (2) an objective and scalable method to measure FEED accuracy; and (3) data showing that projects with high FEED accuracy outperformed projects with low FEED accuracy by 20 percent in terms of cost growth in relation to their approved budgets.
Practical implications
FEED accuracy is defined as the degree of confidence in the measured level of maturity of the FEED deliverables to serve as a basis of decision at the end of detailed scope, prior to detailed design. Assessing FEED accuracy is significant for project owners because it can support informed decision-making, including confidence in cost and schedule predictions.
Originality/value
FEED accuracy has not been assessed before, and it turned out to have considerable project performance implications. The new framework presented in this paper is the first of its kind, it has been tested rigorously, and it contributes to both the literature body of knowledge as well as to practice. As one industry leader recently stated, “it not only helped to assess the quality and adequacy of the technical documentation required, but also provided an opportunity to check the organization's readiness before making a capital investment decision.”
Details
Keywords
Cristina B. Gibson and Anitza Ross Grubb
Traditional multinational team (MNT) research has concentrated on negative phenomena such as in-group/out-group distinctions, social loafing, and pressures for convergence. In…
Abstract
Traditional multinational team (MNT) research has concentrated on negative phenomena such as in-group/out-group distinctions, social loafing, and pressures for convergence. In contrast, we examine instances where MNT members exhibit cross-national inclusive behavior, cross-national responsiveness, and cross-national divergence of ideas, which in turn result in positive outcomes such as cohesion, trust, and innovation. Furthermore, we identify important catalyzing mechanisms that effectively encourage these functional behaviors. For example, we highlight the importance of social categorization based on common group membership, social comparisons to referent others outside the team from other nations, and suspension of attributions based on national stereotypes – all of which will help turn the tide of the current research on MNTs.
Hannah R. Marston, Linda Shore, Laura Stoops and Robbie S. Turner
Jennifer Feitosa, Lorena Solis and Rebecca Grossman
To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a dynamic…
Abstract
Purpose
To summarize and build on research that explores the influence of culture on team dynamics, particularly over time. Specifically, we explore culture and teams from a dynamic perspective by providing a framework for understanding both how culture influences team dynamics over time, and where interventions should be targeted at different points to maximize the potential benefits of cultural diversity.
Methodology/approach
Drawing from a prominent model of team development (Kozlowski, Gully, Nason, & Smith, 1999), we provide mechanisms through which culture exerts an influence, as well as the practical approaches that will be best suited for mitigating potential negative effects at different points in time.
Findings
We focus on the following phases: team formation, task compilation, role compilation, team compilation, as well as team maintenance. At first, surface-level characteristics and subgroup formation should be closely monitored along with interventions to develop a group identity when teams are being formed. Later on, emergent states (e.g., trust, conflict) can come to the forefront as team members can develop multiple memberships or yet be resistant to performing in an adaptive manner.
Research limitations/implications
We identify key avenues for future research to serve as a foundation for those studying the cultural diversity within teams via temporal lens, including the role of context and going beyond Hofstede’s cultural dimensions.
Originality/value
Albeit research has started to accumulate regarding how culture influences teams through conflict, communication, trust, cohesion, and creativity, this chapter goes beyond current development to address when different cultural elements influence team dynamics.
Details
Keywords
Minna Paunova and Yih-Teen Lee
Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed…
Abstract
Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation moderates the above effects.
Details
Keywords
P. Christopher Earley and Heidi K. Gardner
This chapter develops a conceptual framework to explain variance in the functioning of multinational work teams. We draw upon existing theories of multinational teams (MNTs…
Abstract
This chapter develops a conceptual framework to explain variance in the functioning of multinational work teams. We draw upon existing theories of multinational teams (MNTs) looking at the core internal dynamics that provide critical building blocks for understanding team functioning. These dynamics are then examined in terms of the cultural intelligence of team members and how it interacts with the core features of an MNT. We discuss the ramifications of these results for structuring and running global teams in the field.