Project Management Practices and the Performance of Virtual Project Teams in a Case of Upwork Global Incorporated
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Date
2019-03
Authors
Mumbua, Ng’etich Lydia
Journal Title
Journal ISSN
Volume Title
Publisher
Kenyatta University
Abstract
The way we work in our fast-paced world is quickly changing. Skilled but
unemployed Kenyans are seeking and finding work on online platforms on contract
and full – time basis. They are part of virtual teams that rely heavily on collaborative
software applications to work. Their performance is gauged by how they meet project
goals within the set costs, time and scope. Unfortunately, some teams are unable to
meet the goals and this compromises their performance. This is the problem addressed
in this study by investigating the effects project management practices have on the
performance of virtual project teams in Kenya. The specific objectives were: to
establish the effect of project management strategies; managerial experience,
collaborative technology and risk management on the performance of virtual project
teams in Kenya. The study was anchored by the control and contingency theories. The
research design was descriptive. The target population was 574 Kenyans who are
virtual freelancers on the Upwork Global Incorporated platform. Using the simple
random sampling, the researcher got a sample of 172. A semi structured questionnaire
was used to collect primary and secondary data. The data was then analyzed using
descriptive and inferential statistics. The regression model summary analysis revealed
that 85.4 per cent of the independent variables explained the virtual teams’
performance and 25 per cent by other factors not filtered into the study. Regression
analysis showed that changes in the independent variables had an effect on
performance, notably managerial experience and risk management. The study
revealed that each of the identified practices had key areas/tasks that played a major
role in virtual project team performance. The findings based on the first objective of
the study determined that all four project management strategies had an effect on the
performance of virtual project teams in Kenya. The findings of the second objective
of the study established that keeping the team motivated was the managerial
experience variable that had an effect on the performance of virtual teams in Kenya.
Findings based on the third objective of the study established that a common set of
communication guidelines, software compatibility, and a common suite of
collaboration tools were the independent variables that had an effect on the
performance of virtual teams in Kenya. The findings of the fourth objective of this
study established that ill prepared team members and risk management were the risk
management variables that had an effect on virtual project teams in Kenya. Based on
these conclusions, the researcher recommended that organizations identify the project
strategy that works best for them and build their virtual team around it. This would
ensure that it would be a high performance team. Also recommended was training for
virtual project managers on virtual project team management; the development and
application of risk assessment and management plans; and remote collaboration tools.
Description
A Research Project Submitted to the School of Business in Partial Fulfillment of the Requirements for the Degree of Masters of Business Administration (Project Management Option) of Kenyatta University