Project Team Rewards
Results
56
In long-term projects, it might be appropriate to give incentives in-between (for instance,
once a year as it is done in line management) because otherwise the incentive will be ‘out
of sight’ in the beginning of the project.
Furthermore, a project’s duration may affect the reward target. In a short-term project
(if the members have not worked together before), there might not be enough time to build
high trust between the group members. Accordingly, individual rewards seem to be more
appropriate. In long-term projects, there is enough time to support the building of trust and
a
group identity. Hence, group rewards seem more appropriate. If team members already
know each other and are used to working with each other (e.g. in pure project
organisations) the project’s duration probably becomes irrelevant for determining if to
reward the group or individuals.
5.3.11. Impact of Project Urgency
When
a project is urgent, it might be argued that not enough time exists to create a
reward system. However, this argument is misleading. If it is accepted that rewards are
beneficial and may increase performance, then with a high urgency there is no reason not
to use rewards in order to increase overall performance and decrease delivery time.
Similarly, if urgency is low there is no reason to ‘waste’ a possible performance increase.
The urgency may have an effect on the reward objective. Developing skills takes time.
Accordingly, rewarding skills only makes sense if the project’s urgency is low and the
employees have enough time to acquire the skills before the skills are needed. If urgency
is high and required skills are not available, it probably makes more sense to
‘buy’ the skills externally.
5.3.12. Impact of Project Management Tools
It was not possible to determine possible impacts from most of the project management
tools on the reward answers, for two reasons. First, many tools exist and even an analysis
only of the most important ones (see Table 14, p. 49) would have not been possible in the
limited time the author had for this thesis. Secondly, and more importantly, most of the
 |
 |
 |
| Please note: All rights of this webpage are reserved. No part of this webpage may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanic, photocopying, recording or otherwise without the prior written permission by the author. This html version of the book Project Team Rewards: Rewarding and Motivating your Project Team is not suitable for referencing since page numbers and layout may differ from the original book. Layout flaws are due to converting difficulties from the original file format to html and are not present in the paper copy of the book. |