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Project Team Rewards
project management tools are controversially discussed in the project management
communities. Tools such as earned value are used for performance measurement. It seems
clear that changing tools for performance measurement will change the employees’
perception on the assessment’s fairness. In addition, work breakdown structures point out
all the work that has to be done and people are assigned to each activity. Therefore, in
theory it could be easily assessed if everyone did what he/she should have done. However,
in practice there is much discussion about these tools and their effectiveness (e.g. Turner
2000 vs. Lamers (2002) on work breakdown structures; Brandon 1998 vs. Kim & Ballard
2002 on earned value). Therefore, analysing the tools’ impact on the reward answers
seems difficult as long as project managers even do not agree about the
advantages and
disadvantages of the tools themselves. Only the impact of milestones seems quite clear.
Milestones are an almost obvious possibility to reward the team. Every project has
several milestones when some significant amount of the total project work should be
completed. This could be at the end of a project stage or when delivering a sub-
deliverable. Since milestones occur comparatively often in a project (every few months or
even weeks), it seems appropriate to use mainly recognition when milestones are reached.
Incentives need to be generous to have an effect (see previous section). Hence, the reward
system would be quite expensive if generous incentives were given for each milestone. In
addition, group rather than individual rewards seem appropriate for reaching a milestone.
Otherwise, detailed and time-consuming individual assessments have to be done for each
5.3.13.  Summary 
No project team reward model was provided as a result to research question three.
Instead, the previously identified
project characteristics were researched regarding
possible impacts on the reward answers. It was shown that the project characteristics
actually may
have an impact on the reward questions. However, the results presented in
this section leave space for further research since they do not yet provide a complete view
on project team rewards. Particularly the weight and interrelationship of the project
characteristics has not been researched yet. For instance, a project could be long term,
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