Evolution of the virtual project team

The project environment of global virtual teams can create barriers to communication, but the shared context of the team can act as a catalyst for transforming knowledge. Charlotte Tanner discusses reflective practice for virtual communities.

Reflective practice for change

How do successful teams structure knowledge and reflective practices to drive innovative accomplishments? Gerard Datoc discusses the learning process that we all go through to create awareness of how we attain our learning curves.

Learning Through Reflective Practice—Ahmad Alshehri

Learning Through Reflective Practice While Deploying a Load Management System In a Famous Cement Industry
This paper explains the topics of ‘reflective practice and ‘learning through reflection’ in a practical project environment at one of Australia’s major Cement manufacturing companies (referred as ‘X-Cement Ltd’ in this paper). The project was to develop and deploy a comprehensive new load management system including the equipment and software logic automation in X-Cement Ltd using Agile Methodology and Approach of Project Management.

Implementing Agile methodology within X-Cement Ltd involved:
—Analysis of the project management approach already implemented at the X-Cement Ltd.
—Responsibilities assignment to Staff and vendors teams to develop a project management system based on Agile Methodology which met the specific future needs of X-Cement Ltd.
—Training of staff on Agile and operation of the load management system within the Power House department of The X-Cement Ltd.
—The implementation of new logic metrics and measures to validate the success of, the new methodology.

The project explains reflective practice in the form of brainstorming sessions and fortnightly meetings referred here as “Project review meetings” arranged by the project team to discuss the status of the project success so far or time elapsed by a project iteration, what could be improved, and how to achieve more success in the future/ next project objective. These meetings purely represent Social learning as well as Experiential learning.

The project report explains the benefits achieved by X-Cement Ltd through reflection practice as:
—Increased collaboration and trust among staff and vendor project teams
—Increased work performance due to effective reflection
—No loop holes left unattended during the project
—Increased effective and detailed briefing on the project

Author: Ahmad Alshehri
Review status: Postgraduate assignment (University of Technology Sydney)

Knowledge Sharing in a Project Based Environment—Muhammad Haroon Mukhtar

The Importance of Knowledge Sharing in a Project Based Environment as a Means for Performance Improvement – Case Study: HT’s 3G Trial Network Project in Country P
This paper highlights the limitations imposed by an organization’s organizational structure on knowledge sharing among individuals and teams working on similar roles but in different projects that are isolated from each other. It takes as an example a small scale project of novel nature that a specific team was required to deliver having little to no technical expertise of the technology the project was meant to deliver. Some of the key issues that affected the project are discussed in detail along with the presentation of arguments how knowledge sharing between this projects’ team and another project team that had delivered a similar project could have benefitted the project in achieving an improved outcome.

The ever present pressure of delivering the project at the earliest also acts as a barrier to providing such teams a common platform to share relevant knowledge and experiences to enhance their skills and abilities and be better prepared for the unforeseen situations and obstacles. Moreover, quite often developing and maintaining knowledge gained from existing projects is overshadowed by the haste of delivering new projects.

This paper aims at emphasizing the opportunities that are missed due to such barriers, opportunities that promise learning and improvement for individuals, teams and organizations through knowledge sharing.

Author: Muhammad Haroon Mukhtar
Review status: Postgraduate assignment (University of Technology Sydney)

Project Performance Improvements—Sepideh Habibipour

Project Performance Improvements
This reflective report explores the topics of ‘reflection’ and ‘learning through reflection’ within the context of the project environment within one of the major worldwide rail (brake system) manufacturer companies in Australia (hereby referred to as ‘The Rail Company’). Due to company development and changes in business strategy, implementing new processes, new modules in SAP and some minor changes in hierarchy organization structure were required. Therefore executive management has decided to define a project named ‘Operation Performance Improvement’ (hereby referred to as just ‘The Project’) to manage the requirements successfully. The project manager, to achieve continuous performance improvement and benefits in the project and organization level, has picked and implemented the reflective practice approach similar to Theory-in-practice (Winter et al, 2006) and SECI model(kujiro Nonaka and Hirotaka Takeuchi, 2000). These approach and model have been implemented through the meetings named‘ Service Center improvement’ (hereby referred to as just ‘The weekly meeting’). The highlighted benefits that have been achieved through this project were increasing efficiencies in different department, increasing team member’s competencies and changing team members from trainers to reflective practitioner, increasing the level of trust through deferent departments by sharing knowledge and experiences in not judgmental environment and at the end adding knowledge Asset to the organization by creating processes of dynamic converting knowledge (from tacit knowledge to explicit knowledge). At the end this paper will focus on specified lessons learnt that have been achieved through this project and the works which team members and project manager will do differently in future projects.

Author: Sepideh Habibipour
Review status: Postgraduate assignment (University of Technology Sydney)

Tacit Knowledge in the Workplace—Brenton Conway

Tacit Knowledge in the Workplace
Tacit knowledge is not easily transferred to another person as it is not formalised or standardised and thus must be experienced by the learning party in order to be interpreted and transformed into actions. It is through the everyday experiences that employees build up their knowledge and skills which, in turn, allow them to solve complex problems based on previous experiences.

Tacit knowledge in the workplace entails the transfer and communication of skills and competences that are hard to quantify as these capabilities are not entirely known to whom possesses them. The project under discussion in this article is an upgrade in 2007 to the telecommunications system used in the chain of Bunnings hardware warehouse style department stores across the eastern seaboard using Voice over Internet Protocol (VoIP) technology.

My role was that of an onsite Project Manager, and I was employed on a contract basis for this upgrade. Until this project was completed and I had studied tacit learning at university I had not realised how important this type of knowledge was to ultimately complete said job.

Reflective practice is a tool I was able to use to understand what lessons were learnt. In the beginning, while being a contractor, I considered that my contributions to the project were not presented in a way that added value in a corporate environment. Looking back on it, without realising it, I was emulating the behaviour of the senior engineers, observing and learning the protocols of big companies which eventually led to my full time employment.

Author: Brenton Conway
Review status: Postgraduate assignment (University of Technology Sydney)

Project Performance Improvement—Charlotte Tanner

Project Performance Improvement
The emergence of Open Source Software and the broader Communities of Practice are leading the way in terms of creating new dynamics and paths to knowledge creation. Whilst these communities of practice increasingly include global virtual teams, the teams themselves have not yet reflected the highly connected, non-hierarchical structures of Communities of Practice in their own methods and approaches to managing projects. Through the process of reflective practice, global virtual teams have within their power the ability to seek out new ways of thinking and collaborating not just within their own virtual teams, but also within the broader Open Source Software Community.

The project environment of global virtual teams can create barriers to communication, but the shared context of the team itself, can act as a catalyst for transforming knowledge from tacit to explicit by increasing the points of connection within the team. By the sharing of knowledge, teams are able to build trust within the team, which leads to improved performance of the team. Whilst the emergence of new methodologies such as Agile within Project Management seeks to deal with the rapidly evolving development of new software, whereby the end ‘product’ is not always clearly defined when a project commences, does provide a workable approach to Project Management, problems can still arise within the way the team interrelates with one another. The next stage of the process should be a reflection on the way in which teams interact and how new knowledge is created.

Author: Charlotte Tanner
Review status: Postgraduate assignment (University of Technology Sydney)

Integration of Reflective Practice—Gerard Datoc

Integration of Reflective Practice And Knowledge Within The Organization
In today’s organizations, it becomes vital to be able to adapt to the changing markets as it develops an incline for new and more innovative products or services. Companies spend countless money and human resources in improving the way they achieve results and develop a structure for continuous improvement plans. An extensive percentage of this is dependant on the teams who are the drivers of success for every organization; hence through my research I endeavour to tackle the qualities of successful teams in how they structure knowledge and reflective practices that are the drivers behind these accomplishments. Through coaching and mentoring, reflecting on our experiences can further develop how an individual can process data and turning that into knowledge.

Individuals may have years of experience but that a learning experience is more beneficial for both the individual and the organization. There are challenges in bringing cohesion regarding the transference of explicit and implicit knowledge through training sessions. By integrating reflection within organizations and marrying that with knowledge, organizations contributes to improving business processes and further defining business objectives. The application of David Kolb’s Learning Cycle and incorporating that as part of reflective practices of an organization can manifest benefits in how any organization can develop knowledge management practices. Reflective practices foster growth on many levels and create an avenue for situations that require problem-solving skills. It is evident that reflection also enhances our skill sets and how we instigate resolutions and possible actions.

Author: Gerard Datoc
Review status: Postgraduate assignment (University of Technology Sydney)