Breakout session from the Living the Future 7 Conference, April 30-May 3, 2008, University of Arizona Libraries, Tucson, AZ. / This session will examine the development of the Technical Report Archive & Image Library (TRAIL) and its current meta-community. Participants in the Greater Western Library Alliance's (GWLA) TRAIL project have developed a model for complex collaborations that includes both 1) shared management for physical collections; and 2) shared large-scale digital conversion processes. The model supports achieving a shared vision, regardless of the number of participants, geographic location, collection scope, or member assets and is accomplished through the recognition and use of learning organization techniques, social capital and gift-culture principles. The session will cover the structure that has been developed to address geographic barriers and workflow issues for this massive digitizing project. Discussion will also include how the structure offers institutions a flexible, short-term way to participate in a digitizing project, without breaking the bank or investing in additional computer systems. Audience participation and feedback on the model will be encouraged.

Darbo tikslas yra pateikti ir ištirti e-vyriausybės projektų kūrimo modelį, grindžiamą virtualių komandų kūrimu ir bendradarbiavimu virtualioje erdvėje. Siekiant šio tikslo atliekami uždaviniai: 1.Pateikti ir išanalizuoti e – vyriausybės projektų sampratą bei galimus elektroninės vyriausybės paslaugų kūrimo modelius. 2.Išanalizuoti realių projektų patirtis. 3.Ištirti virtualių komandų kolaboravimo procesus. 4.Pasiūlyti e-vyriausybės projektų kūrimo modelį, kuris padėtų panaudoti informacinių technologijų galimybes, įvairių sričių specialistų bei institucijų kompetencijas ir išteklius, kad būtų sukurtos ir efektyviai tiekiamos e-valdžios paslaugos. 5.Eksperimentiškai patikrinti šio modelio funkcionavimo ypatumus, panaudojant virtualių bendradarbiavimo projektų duomenis. Darbe yra sprendžiama mokslinė problema – koks modelis sudarytų galimybes efektyviai išspręsti elektroninės valdžios projektų kūrimo problemas. Darbo objektas – elektroninės vyriausybės projektai. Darbą sudaro įvadas, trys pagrindinės dalys ir išvados. Šio darbo rezultatai galės būti panaudoti realizuojant virtualaus bendradarbiavimo komandų metodą IT projektams kurti ir realizuoti, kuriant e-vyriausybės paslaugas. Darbą sudaro 67 puslapiai, 18 lentelių ir 28 paveikslėliai. Priede pateikiamas autorės rašytas ir publikuotas straipsnis. / The main purpose of this article is to present and research e – government project creation model, which is based on virtual team creation and communication in virtual space. The tasks of this article is to present e – government project definition and also to analyze projects experience, to research virtual teams collaboration processes, and to check by experiments offered model functional peculiarity, using virtual collaboration project information. The article is written based on analyzing research method – all the literature was analyzed and important information was systematized. Also process modeling method was used for process description and abstract method for final conclusions. It was two real virtual projects analyzed in this article, qualitative and quantitative analyses were made for both projects and structure models were drawn for them either. Functional possibilities of suggested model were summarized. There is offered e - government project creation model based on various competence specialist teams’ virtual collaboration using virtual collaboration tools. It is summarized real projects experience in the article using e – government creation six levels model and also the components of these projects. The article consists of 67 pages, 18 tables and 28 pictures.

Abstract Date: 2020-06-09 Level: Bachelor Thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Jonathan Örström          Aram Said (98/09/13)                    (97/01/19) Title: Investigating project-based engagement within the project-oriented organisation; a study on the influence of a project structure on the drivers of engagement and human issues within project management. Tutor: David Freund Keywords: Project structure, employee engagement, manager relationship, job demands, job resources, group dynamics. Research question: How can a project structure have an impact on project team members’ engagement within a project-oriented organisation?           Purpose: This thesis aims to investigate within a project-oriented organization how the project management structure can influence the project teams’ engagement. Its further purpose is to add new knowledge in the subject of project-based engagement and human issues of project management. To study this area, possibilities will open for a greater understanding of workplace engagement, in the specific context of project-oriented organisations implementing the project structure. Method: This thesis adopts a quantitative research method with a deductive theory approach, whereby theory is elaborated which devices hypotheses for the research. Furthermore, the collection of primary data for this thesis is retrieved through a self-completion questionnaire in the form of an online survey provided by Google Forms. Data will be retrieved and analysed through the statistical software IBM SPSS Conclusion: The most significant finding is the positive relationship between manager relationship and engagement, strongly agreeing with previous literature of Khan (1990) and Matthews et al. (2018). The other two variables found to have a significant relationship to engagement were job-resource availability and work/ task context. This agreed with Bakker et al. (2007), Demerouti et al. (2001), Khan (1990) and Matthews et al. (2018) amongst others. Unexpectedly and as not hypothesised for is that group dynamics has no significant relationship towards engagement. This goes against some of the main literature by Kahn (1990) and Matthews et al. (2018). However, the result has shown all variables are influenced by the project structure and engagement indicated to increase in its whole

The subject of the diploma thesis „Performance evaluation of a company“ is to analyze performance of a company providing travel services in global market. The theoretical part defines basic concepts and methods of performance evaluation. The analytical part is focused on analysis of the activities including comparasion of financial indicators with competitors in global martket and suggestions for improvments. The final part includes project, which should increase the overal performance of the company.

Previous research has typically focused on singular attributes that impact a leader’s effectiveness. This study, instead, looks at whether emotional intelligence moderates the anticipated negative effect of distributed presence on engagement and influence, and ultimately, leader effectiveness. Buttressed by emotional intelligence, engagement, and influence theories, the research question focused on how emotional intelligence skills moderate the impact of a project manager’s distributed presence to render the leader effective. The study sample for this research came from voluntary participants who work for a U.S. government agency comprising leaders co-located with their teams and distributed presence leaders. Descriptive statistics showed that leaders with higher emotional intelligence (EI) were more engaging and influential than co-located leaders with high EI. Regression analyses indicated greatest significance between the dependent variables—engagement and influence—and the independent variables of distributed presence and emotional intelligence when using emotional intelligence branches and tasks for the EI variables. Data from this study showed distributed presence leaders with high emotional intelligence abilities effect engagement and influence positively. The work of this research advances insights into how emotional intelligence effects, positively, project leader engagement and influence when the project manager’s presence is distributed. The data rendered by this research was informative but only to a limited degree because results were not sufficiently expansive. Nonetheless, the application of this study applies to the practical world as distributed teams seems to be a more permanent part of the business landscape than temporary, and learning how to better work as a project manager with distributed presence is essential for both organizations and project managers.

Les spécialistes de la gestion de projet sont partagés entre ceux qui défendent l’importance des pratiques de la GRH dans le succès global des projets et ceux qui demeurent sceptiques quant à l’existence d’une telle relation. Notre étude a pour objectif d’enrichir ce débat en tentant de confirmer ou infirmer l’existence d’une relation entre la GRH et le succès des projets dans les pays en voie de développement (PVD). La réalisation d’une étude dans les PVD, où les conditions (économiques, sociologiques, politiques, et cultuelles) sont différentes des pays industrialisés, permettra de savoir si la relation entre la GRH et le succès de projet varie en fonction des pays où le projet est implanté. Le choix de ce sujet de recherche est d’autant plus justifié que les études portant sur les facteurs de succès des projets dans les PVD, et en particulier sur la relation entre la GRH et le résultat de projets dans ses pays, sont plutôt rares. Nos résultats ont révélé que, bien que la GRH ait une relation significative avec le succès des projets dans les PVD, elle présente la corrélation la moins forte avec ce succès par rapport aux autres facteurs de succès étudiés. Ce résultat surprenant peut être expliqué essentiellement par les caractéristiques des PVD qui affectent la gestion de projet et la gestion des ressources humaines dans cette catégorie de pays. Il pourrait s’expliquer également par les caractéristiques spécifiques à la GRH dans le contexte de projet. Afin de mieux comprendre la relation entre les pratiques de GRH et le succès des projets dans les PVD, les recherches futures devraient accorder une attention particulière aux caractéristiques de la GRH propres au contexte de projet en général et au contexte de projet dans les PVD en particulier. / The specialists in the project management are divided between those who defend the importance of human resources practices in the project success and those who remain sceptics about the existence of such a relationship. Our study aims to enrich this debate and try to confirm or invalidate the existence of a relationship between the human resources management (HRM) and the project success. The realization of a study in the developing countries where the economical, social, cultural and legal conditions are different from the industrialized countries will make it possible to verify whether the relationship between the HRM and the project success would vary or not according to the countries where the project is established. Our results revealed that although the HRM has a significant relationship to the project success in the developing countries, it has the least strong correlation with this success. This surprising result can be explained essentially by the characteristics of the developing countries which affect the project management and the human resource management. This result could be also explained by the characteristics relating to the HRM in the project context. In order to better understand the relationship between the HR practices and the project success in the developing countries, future research should pay attention to the characteristics of the HRM in the project context, particularly in the developing countries.

Les spécialistes de la gestion de projet sont partagés entre ceux qui défendent l’importance des pratiques de la GRH dans le succès global des projets et ceux qui demeurent sceptiques quant à l’existence d’une telle relation. Notre étude a pour objectif d’enrichir ce débat en tentant de confirmer ou infirmer l’existence d’une relation entre la GRH et le succès des projets dans les pays en voie de développement (PVD). La réalisation d’une étude dans les PVD, où les conditions (économiques, sociologiques, politiques, et cultuelles) sont différentes des pays industrialisés, permettra de savoir si la relation entre la GRH et le succès de projet varie en fonction des pays où le projet est implanté. Le choix de ce sujet de recherche est d’autant plus justifié que les études portant sur les facteurs de succès des projets dans les PVD, et en particulier sur la relation entre la GRH et le résultat de projets dans ses pays, sont plutôt rares. Nos résultats ont révélé que, bien que la GRH ait une relation significative avec le succès des projets dans les PVD, elle présente la corrélation la moins forte avec ce succès par rapport aux autres facteurs de succès étudiés. Ce résultat surprenant peut être expliqué essentiellement par les caractéristiques des PVD qui affectent la gestion de projet et la gestion des ressources humaines dans cette catégorie de pays. Il pourrait s’expliquer également par les caractéristiques spécifiques à la GRH dans le contexte de projet. Afin de mieux comprendre la relation entre les pratiques de GRH et le succès des projets dans les PVD, les recherches futures devraient accorder une attention particulière aux caractéristiques de la GRH propres au contexte de projet en général et au contexte de projet dans les PVD en particulier. / The specialists in the project management are divided between those who defend the importance of human resources practices in the project success and those who remain sceptics about the existence of such a relationship. Our study aims to enrich this debate and try to confirm or invalidate the existence of a relationship between the human resources management (HRM) and the project success. The realization of a study in the developing countries where the economical, social, cultural and legal conditions are different from the industrialized countries will make it possible to verify whether the relationship between the HRM and the project success would vary or not according to the countries where the project is established. Our results revealed that although the HRM has a significant relationship to the project success in the developing countries, it has the least strong correlation with this success. This surprising result can be explained essentially by the characteristics of the developing countries which affect the project management and the human resource management. This result could be also explained by the characteristics relating to the HRM in the project context. In order to better understand the relationship between the HR practices and the project success in the developing countries, future research should pay attention to the characteristics of the HRM in the project context, particularly in the developing countries.