2023

Project Team Building in

Jordan: case study
MSc Project Management
STUDENT INFORMATION
Table of Contents
Introduction...............................................................................................................................................2
Contemporary Issues in Project Management........................................................................................2
Commercial Sustainability....................................................................................................................2
Mega-Project Risk.................................................................................................................................3
Cutting-Edge Project Management......................................................................................................4
High-Performance Project Teams........................................................................................................4
Literature Review......................................................................................................................................4
Critical Analysis.........................................................................................................................................9
Team Building Dimensions...................................................................................................................9
Project Team Building Framework....................................................................................................12
Conclusion and Recommendations........................................................................................................13
References................................................................................................................................................16
Introduction

The success of a project depends on the project team. Since the effective completion of a project
requires the collaboration of employees with a variety of skills and experience, good teamwork is
essential to the success of the project and the organisation in the engineering and construction
industry. In this research, we investigate Project team building from three main angles: First,
effective communication among the project team members. Effective team communication is
becoming more and more important because of the increasing organisational and technical
complexity of construction projects. The second factor is trust among the project team. In short,
as trust is a crucial factor in determining whether a construction project succeeds or fails, the role
of leadership in project management, particularly in the sector of construction, is critical to the
success of the team (Thoufeeq, 2022).

The case study of Project Team Building in Jordan was selected to complete this report instead of
ETN case study. The study listed the enablers and barriers for each aspect of the project team
development model. The report's conclusion included a framework for project team development
that is founded on the three virtues which are communication, second is trust, and third is
leadership and could potentially be applied to projects in Jordan with an environment that is
similar.

Contemporary Issues in Project Management

In the way of project management, there may be multiple sources of issues and barriers that can
impact the performance of the project. However, a few contemporary issues like Commercial
Sustainability, Mega-Project Risk, Cutting-Edge PM, and High-Performance Project Teams are
briefly discussed in this section of report.

Commercial Sustainability

In project management, sustainability refers to striking a balance between or harmonizing social,

environmental, and economic concerns. By broadening the project's scope and temporal
perspective, sustainable development in project management can increase the project's perimeter
(Alnsour, 2014). Figure 1 shows how sustainable project management broadens the project's
concept in two ways by considering how it will affect society:

 Local and global society (societal vision)

 Eventually considering how the project would affect coming generations (Project
Management and Sustainability, 2013)

Figure 1: Sustainability in Project Management

Mega-Project Risk

Headed for meet timelines and stakeholder demands, project managers must navigate a variety of
hazards (Toolkits, 2022). The top five are listed below.

1. Environmental Risks: Severe weather, unfavourable ground conditions, and uncertain

building permits are some examples of environmental risks.
2. Dependency Risks: Examples of dependency risks include insufficient physical space,
more workers than necessary, and potentially excessive data ranges.
3. Regulatory Risks: Regulations that are changed midway through the project, new
requirements being added, and consequences for non-compliance are just a few examples
of regulatory risks.
4. Communicatory Risks: Contractor interfaces that are incompatible, linguistic hurdles, and
a lack of scheduled meeting time are examples of communicative risks.
 5. External Risks: Regardless of how carefully your project is planned, uncertainties and
risks beyond project boundaries continue to exist and provide a threat to the success of
your schedule. There are various forms of external hazards, such as war, terrorism,
property damage, and criminality.

Cutting-Edge Project Management

Applied to the area of safety buffers on a project's critical path, using a fresh and inventive
method. Contrary to conventional wisdom, Constraint Innovation contends that individual task
safety buffers not only do not help schedules to be met on time, but rather make it more difficult.
Instead of using task buffers, the alternative is to construct a project buffer, which offers a
practical approach that concentrates on the project's actual critical route. The next section of the
lesson focuses on project bottlenecks (Industry Partners Australia, 2022). The 5-step
methodology is based on the Constraint Innovation building pieces:

1. Constraint recognition
2. Constrain manipulation.
3. Constraint reduction
4. Constrain elevation.
5. Identifying the new constraint - continual improvement loop.

High-Performance Project Teams

A team that regularly produces better outcomes is referred to as a "high-performance work team"
and is made up of goal-oriented individuals with specialised knowledge and complimentary
talents. The group continuously strives for performance excellence through shared goals, shared
leadership, teamwork, open communication, clearly defined role expectations and group
operating norms, early dispute resolution, and a strong sense of accountability and trust among
its members (Ryba, 2023).

Literature Review

A high-performance project requires an effective team, yet surprisingly little research has been
done on how to improve collaboration. Few studies have looked into the possibility of repeatable
team-building exercises having specific effects on project teams. Activities for team development
can be loosely divided into those that produce a shared vision for a project and those that foster
positive relationships within teams.

In particular, it focuses on how relationship-building affects communication networks as it

studies the implications of relationship-building on project teams. The purpose of this study is to
shed light on how a team-building strategy affects the communication network of the project
team. The study also exemplifies the use of Social Network Analysis to assess how an
intervention changes the social dynamics inside a project team. Following the team building
intervention, it was found that there had been a considerable increase in the number of
connections of personal as well as professional interactions between networks over the period of
three months. However, there was little change in the level of comfort with interpersonal and
professional communication over that time. Significant improvements were also seen when the
information on relationships directly influenced by the team building intervention was compared
to those not directly impacted. According to the investigation, personal communication is now
substantially more comfortable, and both personal and professional communication are now
occurring more frequently (Pollack & Matous, 2019).

The goal of this study is to investigate and rate the motivational elements influencing laborer’s
productivity on Jordanian building sites. A combined research approach using a survey
questionnaire and semi-structured interviews was used to accomplish this goal. The
questionnaire, which had 16 motivating components developed from prior studies on motivation,
was given out to influential members of the sector. The top 10 factors were determined using the
importance index technique and included: self-improvement or career advancement, timely
payment, decision-making capacity, decent and respectful work environment, rewards, pay
amount, high responsibility job, difficult tasks, work appreciation, and teamwork. The answers
from the questionnaire were validated using semi-structured interviews, which also provided
additional insight into the significance of staff inspiration. According to the study's findings,
organizations would benefit from increased worker productivity, staff retention, organizational
standards, and the likelihood that projects would be completed successfully if they paid attention
to these motivational elements (Al-Abbadi & Agyekum-Mensah, 2019).

In order to qualify contractors in the Jordanian construction sector, pre-qualification criteria are
utilized. The aim of this work is to determine how the major clients view the significance of
these criteria. Additionally, it tries to provide contractors with guidance in order to increase their
likelihood of being pre-qualified by big clients. In order to achieve the aim of this work, the
findings of earlier exploratory qualitative interviews with owners, directors, and senior managers
of key client organizations in Jordan have been carefully examined. The results of the study
show that public and private clients have distinct priorities for and views of the pre-qualification
criteria's significance. After the contractor has been qualified, public clients lay more emphasis
on price. To comply with the new requirements, such as good manufacturing practice, the
Jordanian construction industry urgently needs special pre-qualification criteria (Tarawneh,
2004).

Finding out how project teams deal with difficulty and build resilience was the aim of the study.
The study also sought to understand their change management procedures and see whether they
could support team and organizational resilience. This research study's goal was to better
understand how project teams renegotiate group norms in order to respond to changing external
limitations. The case study and grounded theory research approaches were both followed in the
conduct of this study. The study's findings highlighted the significance of a project team's
awareness of its surroundings and the necessity of continuously scanning for input during the
team's collective evolution to identify possibilities for adaptation. There is still a lot to learn,
particularly regarding how building project team resilience may translate to organizational
resilience (Edson, 2012).

The objectives of this research are to find out if there are any variations between teams that are
successful and those that are not in terms of how they mobilize and launch themselves, as well as
the consequences of these actions and results on future team performance and growth. Five large
organizations’ three teams with excellent performance and three low-performing teams were
contrasted. It was found that the high-performing teams mobilized relatively fast, employed
complete mobilization techniques rather than limited ones, and held participatory launch
meetings as opposed to scheduled ones. Combining these activities resulted in a number of
positive outcomes, including greater time for teams to complete their work, team members with
the necessary task-related skills and enough free time to contribute to their projects, and
complete rather than incomplete tactics for performance. The results of this study show that there
may be much more possibility for analysis of the formative stage of project team development
than previously thought. Therefore, those who neglect or in the laboratory cannot reproduce this
unexpectedly time-consuming phase run the risk of missing significant, even crucial drivers of
the manner in which actual project teams ultimately evolve and perform (Ericksen & Dyer,
2004).

Organizations in underdeveloped nations are increasingly implementing enterprise resource

planning (ERP) solutions. Similar to developed nations, this adoption appears to be plagued by
high failure rates, resulting in a huge loss of resources and investment. This essay aims to
comprehend the causes of such ERP failure. The paper uses an overall "design-reality gap"
concept rather than just factor lists. Using a combination of interviews, observation, and
document analysis, the model is used to analyze an ERP failure case study in a Jordanian
manufacturing company. According to the investigation, there are large gaps between the client
organization's actual circumstances and the assumptions and criteria that were integrated into the
design of the ERP system. These gaps—and the failure to fill them during implementation—are
to blame for the failure of ERP projects (Hawari & Heeks, 2010).

A two-part research approach is employed in this study to analyze Jordan's on-site construction
health and safety conditions as they currently stand. In the first section, a literature-based
examination of on-site safety is presented. In the second section, the findings of a case study on
the health and safety practices in the Jordanian construction industry are provided. Primary data
were gathered using field visits, expert interviews, and semi-structured questionnaires. For
supporting secondary data, archival research and related scholarly literature were combed
through. As indicated by the regulatory, policy, and legal constraints that limit the operational
performance of government departments in charge of managing health and safety and impede the
expansion of excellent health and safety practices, the results demonstrate a lack of government
commitment. The primary obstacles to great health and safety practices are also indicated by
research findings from the perspective of construction contractors. The study is concluded with a
discussion of prospective solutions to improve health and safety performance on Jordanian
construction sites (Alkilani et al., 2013).

Conventional leadership philosophies have been connected by study to team formation and
project success. The effectiveness of projects and team building in the public sector, however, are
not well understood or supported by research. Using the social information processing theory,
this study investigates how public leadership affects teamwork and project success. The study
also investigates the underlying mechanisms by which team building, a mediating mechanism,
fosters public leadership that results in project success. An analysis of 436 answers from public
sector project managers and their direct reports found a positive association between public
leadership and project success and team development. The statistics also showed that team
development contributes to the success of projects. The outcomes also demonstrated that
teamwork somewhat mediates the relationship among leadership in the public sector and
achievement of projects (Khan et al., 2023).

Senaratne & Hapuarachchi, the study's authors, argued that the nature of construction teams and
how they grow are not well studied. This study investigates the team building process that
construction project teams go through. Case studies of three typical construction projects in Sri
Lanka were used to explore the issue. Five different members of each chosen construction team
were interviewed in semi-structured interviews as part of the data collection process. A team
development model for Sri Lankan construction teams was created in light of the findings. The
new model proposes that construction teams develop linearly, as stated by the literature.
However, the study discovered that multiple cycles might be produced within this fundamental
linear sequence. These results are believed to be helpful to general construction teams operating
under separate contract agreements abroad.

This study examines how teamwork and stakeholder involvement affect the relationship between
sustainable project management (SPM) and project success. Project management experts in
Pakistan provided 323 replies to a standardized survey questionnaire that was used to collect
data. The results showed that the success of the project was positively impacted by SPM.
However, it was found that the benefits of stakeholder engagement and team development were
insignificant (Shaukat et al., 2021).

The paper reviewed team building and its functioning in organizations. It explores the issues in
project team building and discussed both the advantages and drawbacks of teambuilding for
businesses. Team building at work will enhance decision-making processes, attract-and-retain the
best people, and produce high-performance organizations that are flexible, efficient, and most
importantly, profitable. Additionally, it improves staff motivation and dedication as well as
productivity, worker satisfaction, interpersonal relationships, and the organization's bottom line.
Furthermore, it helps with better employee performance, higher productivity, and better problem-
solving at work (Ozigbo et al., 2020).

Critical Analysis

Team Building Dimensions

Based on the literate review into project team building and the discussed theories, we establish a
theoretical framework that characterises the project team building concept in project
management. Figure 2 illustrates the critical elements for creating a successful team based on
trust, communication, and leadership. Through this research study, we want to verify a project
team building model/framework that is built on these three dimensions (Montellano et al., 2022).
The important dimensions are discussed below:

1. Communication: A central component of project collaboration is communication.

Without it, information won't go to the correct people in the proper team, which leads to
inefficiency and mistakes in project work. Understanding the obstacles to communication
between project team members and the variables (enablers) that contribute to improved
communication in the project are crucial.
2. Trust: In a project team, trust is the capacity for one team member to put their faith in
another to deliver accurate work or information. Project team members must earn their
teammates' trust; it cannot be provided to them in advance. People earn each other's trust
through putting forth quality work, showing respect for one another, and keeping their
word on the project. In this report, the dimensions of trust in terms of obstacles and
facilitators are observed that raise team members' levels of trust.
3. Leadership Style: The team cannot be able to deliver the required result and will not
work as a single, integrated team without the project manager's vision and leadership. It
is crucial for the project manager to serve as the team leader. The project manager can
inspire the team to complete the project successfully by providing excellent guidance
(Boiser, 2022).
 Leadership Style

Figure 2: Dimensions of Project Team Building

It was decided that one case study would be more suited for a difficult and sensitive topic like
project team building, which requires that we be aware of specifics and private information
regarding the three elements of team building described. A particular case is looked at to show
how trust, communication, and leadership skills affect project performance (Htoo et el., 2023).

The case study's objective was to identify the barriers and factors (enablers) from the three
specified categories that help teams form more effectively. In this case study, we examine the
issue of ineffective teamwork, the challenges to team development among project stakeholders,
and the factors that will help to improve team development in Jordanian construction projects.
The research design was developed so that we could use a range of data collection technologies
to validate all the knowledge and data we had gathered (Alzoubi, 2022). As part of a single case
study, we conducted multiple interviews with various project stakeholders to gain a thorough
grasp of the topic of project team growth. We also employed questionnaires that were presented
to the case study participants to confirm the information gathered during the interviews and ask
questions that they would not be willing to answer during an interview. The data and results
obtained were used to validate the theoretical framework for project team creation that was
developed based on the literature research.
The project for the chosen case study was the expansion of a speciality hospital in Amman,
Jordan. The client and a significant Jordanian construction company recently entered a contract
for the construction of a new expansion and the modernization of the existing facilities inside the
main hospital building. The price tag of project is 40 million Jordanian dinars, which will cover
110 hospital beds (Gharaibeh, 2019).

The hospital will rank among Jordan's most prestigious hospitals after this project is finished.
One of the project's unique characteristics, according to a press release from the client
representative, is that it will be environmentally friendly, based on green building technology,
furnished with the best modern technology, and connected to all the advanced international
medical facilities. He stressed that the new structure would give 500 Jordanian families jobs and
house the best employee training facilities. The new building and addition will also have more
surgical rooms, intensive care rooms, cardiac catheterization, magnetic resonance, and dialysis
units in addition to more fertility and heredity units. The project's two concrete-structured
structures have a total area of about 12758.12 m2 (Gharaibeh, 2019).

When all the questionnaire responses were collected, the data was evaluated, and it became clear
that more interviews were required to fully understand the obstacles to, and enhancers of project
team formation linked to leadership, communication, and trust. As a result, we spoke with
additional participants who are subject-matter experts in project management. A series of open-
ended questions about communication, trust, and project leader qualities are used during
interviews. These qualities include being proactive, capable, motivating, intellectual,
entrepreneurial, loyal, leadership-motivated, honest, self-assured, and business-savvy. Effective
communication skills are one of the crucial attributes, according to interviews. The previous
survey found that the most crucial quality of leaders is effective communication. Participants in
the poll and interviews agreed that effective leaders are excellent communicators. Headed for
communicate effectively, one must speak, write, and listen. Effective leaders also have well-
defined goals. Table 1 displays the obstacles to and facilitators of the three dimensions of
leadership, communication, and trust.
Table 1: Barriers and enablers related to the three dimensions

KEY DIMENTIONS BARRIERS ENABLERS

TRUST Lack of Practical Experience Assigning roles and responsibilities
gradually & fairly to the team
Non-compliance with instructions Avoid the Blame Culture
Not respecting Deadlines Sincerity at work
Lack of communications. Transparency and Sharing Information
Lack of Knowledge On the job training
COMMUNICATION Lack of Personal Skills by the PM Fair Allocation of job responsibilities
Lack of work experience by the PM Friendly relationship between team
members
Lack of Trust by the team members Building Trust among team members
Lack of communication with the team Motivating Team members
Lack of respect for team members Appraisal of work
LEADERSHIP ROLE Daily work stress Management Support
Lack of trust Motivations of team members
Personal conflicts Increase team morale
Lack of Self-confidence Provide clear directions and
instructions
Fear of blame Competency

Project Team Building Framework

The results of the questionnaires and interviews were examined and merged to form opinions of
the project participants to gain a better understanding of team building in construction projects.
We were able to pinpoint "Barriers"—or contributing elements—that hinder the growth of team
leadership, communication, and trust as well as other elements that support and enhance these
problems. The barriers are elements that the project manager and project team must avoid,
whereas the "enablers" are elements that they must concentrate on. As a result of implementing
these characteristics, a project team will be more productive as a whole and experience less stress
and conflict among team members, which will eventually increase quality and reduce project
time and expense (Tyagi et al., 2022).
 Figure 3: Project Team Building Framework/model

As demonstrated in the figure 3 above, the three key elements of trust, communication, and
leadership will be crucial in the growth of project teams. Each of these traits has a set of enablers
and impediments that will either promote leadership, trust, and communication among project
team members or prevent it from happening. All stakeholders will benefit from saving time and
money by creating a strong and cohesive project team, which will boost the likelihood of project
success. On his or her project, a great project manager will put special emphasis on encouraging
the factors that contribute to leadership, communication, and trust.

Conclusion and Recommendations

Putting together a project team is a difficult challenge that incorporates the team's culture,
internal struggles, and behaviours. Our theoretical claim that the three pillars of developing
project teams were trust, communication, and effective leadership was supported by the case
study. These elements are necessary for a project team to function as a cohesive one and deliver
the desired results.
The three aspects of project team building are connected and not distinct from one another,
though. Each dimension affects the others in some way. As a result, it cannot be investigated or
examined independently. For instance, trust and communication are linked, and both are crucial
for supporting effective leadership. A successful project manager cannot be a true leader if he is
unable to interact with the team, earn their trust, and have faith in his team members. On the
other hand, if the leader is not properly communicating with the team about project-related
concerns, they won't be able to trust him. Furthermore, if there is outstanding communication
and trust among team members but no strong leadership to steer the project team in the right
direction, nothing will be done, and the project would suffer from the absence of decision-
making in the team.

This case study highlighted important barriers that affect trust, communication, and leadership in
project teams, which are necessary for building strong relationships among team members that
contribute to the project's success. The study also established a set of enablers for each
dimension in the project team building model so that project managers can effectively employ
their project teams. The organisation will be burdened, project delays will occur, and project
expenses will rise because of a solitary, inefficient project team. Therefore, construction
organisations should place a strong emphasis on team formation. However, a strong and cohesive
project team is a useful tool for the project manager to finish the project on time and within
budget.

This multi-pronged approach offers a basis for tackling and recognizing fundamental barriers to
large-scale project team cooperation, even though it is crucial to acknowledge that other
elements like leadership, coordination, and control also influence collaboration. It implies that
project team leaders should place as much emphasis on ongoing team monitoring as they do on
initial team creation. Additionally, it implies that not all programmers to promote collaboration
target the same kinds of challenges and that challenges can come from both the individual
contributions of team members as well as from within the team itself. For large-scale projects to
be built and sustained over time, interpersonal and structural measures are needed.

Organizations also face a number of challenges when it comes to forming teams, including
employee resistance, problems with collaborative thinking and conformity pressure, as well as
the potential for escalated conflict over decision-making. If carefully applied, the following
recommendations should help to enhance and improve the procedure (Tyagi et al., 2022).

1. Management of organizations should endeavor to make the team's purpose and vision
clear and ensure that term members' responsibilities do not exceed their knowledge and
ability in order to ensure the success of teambuilding exercises.
2. Management and organizations should ensure that the promotion and incentive system
recognizes and rewards both individual and group efforts.
3. Top management in organizations should endeavor to offer enough help in order to secure
the team's success.
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