NDLI: A Perspective on Integrated Project Team Strategies

Content Provider	IEEE Xplore Digital Library
Author	De Villiers, T.J. Pretorius, L.
Copyright Year	2006
Description	Author affiliation: Johannesburg Univ., Johannesburg (De Villiers, T.J.; Pretorius, L.)
Abstract	The purpose of IPTS is to unite the core project participants (those 20% of project participants responsible for 80% of the impact on the project success) with a common goal, so that they focus on what is in the interest of the project and not on their company's interest or local optimisation. Like a tripod, Integrated Project Team Strategies (IPTS) are supported on three legs that are referred to as its core principles. These principles are a common project incentive scheme, well-defined project success criteria and project control systems and procedures that focus on the project's needs and do not entice local optimisation. Because monetary reward is a short-term motivator for change in personal behaviour, it is a carrot under the donkey's nose for the project management team and the core project participants. As all the core project participants in IPTS now share in the same incentive scheme, their actions will be focussed on the same target because it determines the size of their bonuses / incentives. Project success criteria are their common target. It is therefore important that project success criteria are well defined for all three areas of success namely project management success, product success and relationship success. Traditional project control systems and metrics, which were used to measure the progress of the project, measure progress in isolation because they do not consider the overall need of the project. Local optimisation like tons steel erected per hour may occur because that is how managers on the project are assessed, however, that is not in the interest of the project. IPTS measurement systems focus on what is in the interest of the project and use performance drivers like critical chain and balanced scorecards differently to entice the required behaviour.
Starting Page	437
Ending Page	445
File Size	3260405
Page Count	9
File Format	PDF
ISBN	1424402859
DOI	10.1109/IEMC.2006.4279905
Language	English
Publisher	Institute of Electrical and Electronics Engineers, Inc. (IEEE)
Publisher Date	2006-09-17
Publisher Place	Brazil
Access Restriction	Subscribed
Rights Holder	Institute of Electrical and Electronics Engineers, Inc. (IEEE)
Subject Keyword	Project management Incentive schemes Technology management Control systems Africa Pareto optimization Leg Nose Financial management Resource management
Content Type	Text
Resource Type	Article

Sl.	Authority	Responsibilities	Communication Details
1	Ministry of Education (GoI), Department of Higher Education	Sanctioning Authority	https://www.education.gov.in/ict-initiatives
2	Indian Institute of Technology Kharagpur	Host Institute of the Project: The host institute of the project is responsible for providing infrastructure support and hosting the project	https://www.iitkgp.ac.in
3	National Digital Library of India Office, Indian Institute of Technology Kharagpur	The administrative and infrastructural headquarters of the project	Dr. B. Sutradhar bsutra@ndl.gov.in
4	Project PI / Joint PI	Principal Investigator and Joint Principal Investigators of the project	Dr. B. Sutradhar bsutra@ndl.gov.in Prof. Saswat Chakrabarti will be added soon
5	Website/Portal (Helpdesk)	Queries regarding NDLI and its services	support@ndl.gov.in
6	Contents and Copyright Issues	Queries related to content curation and copyright issues	content@ndl.gov.in
7	National Digital Library of India Club (NDLI Club)	Queries related to NDLI Club formation, support, user awareness program, seminar/symposium, collaboration, social media, promotion, and outreach	clubsupport@ndl.gov.in
8	Digital Preservation Centre (DPC)	Assistance with digitizing and archiving copyright-free printed books	dpc@ndl.gov.in
9	IDR Setup or Support	Queries related to establishment and support of Institutional Digital Repository (IDR) and IDR workshops	idr@ndl.gov.in

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