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Project Team Rewards
which suggests using group rewards. On the other hand, the team might be composed of
individualists, which indicates using individual rewards. In that situation,
it is not clear
how to design a reward system for the project team.
Furthermore, some statements are vague, for instance ‘the longer a project, the more the
focus should be on incentives’. It stays unclear what exactly ‘long’
means. It could mean
six months, one year, or five years. However, statements that are more concrete were not
possible since the literature-based research depended on existing data
and no existing
research covered
those questions in detail. Here, certainly further research is needed to
concretise the results. 
What was completely neglected in this thesis was the effect of project team rewards on
the project manager and vice versa. Just as an initial thought, it might be that the power to
provide rewards will increase the project managers’ motivation. On the other hand, project
managers could see rewarding as an extra burden because they need to spend additional
time to assess the team members. The reward power also might entice project managers to
misuse their power. For a project manager who does not work permanently with a team,
there is little reason to focus on the employees’ capability after the project’s end. With
high incentives, project managers could ‘motivate’ employees to work for a short time
(e.g. for the project’s duration) more than 100%. After the projects’ end, members will
then be tired and either the next project or the employees’ line work would suffer. In
addition it was not researched how to reward project managers. As a first thought it seems
likely that if rewards for project teams differ from rewards for line employees, that
rewards for project managers should differ in comparison to line managers’ rewards.
Also not considered in the research was the Critical Chain. The Critical Chain is a
complete new approach to project management, introduced by Goldratt (1997). Due to its
uniqueness and time limitations, this thesis
could not investigate how the application of
the critical chain would influence designing a reward system. On the first glance, it seems
that individual rewards would not be suitable at all since the entire concept of the Critical
Chain is based on effective group work and co-operation. 
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