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Yayın Strategic alignment and project management offices: case studies from successful implementations in Turkey(IEEE, 2013-03-18) Karayaz, Gamze; Güngör, ÖzgeDue to an increased need for learning modern project management methodologies, companies have been forced to improve their knowledge of Project Management Offices (PMO). Global business environment resulted with increased importance of project management methodologies, aligned with competitive strategies. Today, many organizations have recognized the importance of implementing PMO's for effective project control and better stakeholder (executives) support for projects. PMOs also undertake strategic roles such as incorporating higher management support to achieve strategic goals, integrating business strategies into project management efforts, and prioritization of projects. This paper examines PMOs in the process of strategic alignment. Moreover, the contribution of PMOs to achieve strategic goals is explored. Our initial findings are promising represented in a framework, and demonstrated by a case study application review using IT and telecommunication companies selected from Turkey. The research offers future directions and implications of a well-established successful PMO system.Yayın Crisis project management and the effect of national culture under crisis: A study from Turkey(Pressacademia, 2016-05-26) Karayaz, Gamze; Kaptan, Aşkın KaanCrisis management is a critical function in organizations, specifically developing and emerging countries dealing with crisis in a minor and major scale frequently. Crisis in projects should be handled immediately and professionally in where the projects threat the reputation of a company. In traditional organizations, most common organizational behavior under crisis seems to take the risk with no supported mechanism. Project management based organizations practice risk management under project management methodologies, surprisingly we cannot find many companies are prepared for crisis. This behavior may associate with national culture, especially Hofstede's extensive work on national cultures. Therefore, this paper investigates cultural characteristics of Turkish business culture under crisis, and identifies the relationship with the natural culture dimensions and crisis project management. Two-stages survey questionnaires are employed and data analyzed using different statistical analysis. Our results indicate that power distance, uncertainty avoidance, and long-term orientations are the national cultural dimensions observed significantly under crisis situations. Further investigation and recommendations are discussed.Yayın Virtual team effectiveness using dyadic teams(IEEE, 2007) Karayaz, Gamze; Keating, Charles B.The importance of effectiveness for virtual teamwork continues to gain momentum as technology and globalization of work accelerate. The implementation of virtual teams provides one approach to enhance competitiveness, overcoming the disadvantages of space and time differences through collaborative technologies. The influence of structure to virtual team performance has not been clearly established in the literature. The purpose of this research study was to investigate the effectiveness of a dyad structured approach for virtual teams using a quasi-experimental research design. A virtual dyadic team is considered as two person-structured teams working on a particular task in a virtual collaborative environment. This research investigated four questions related to the influence of structure on virtual team effectiveness related to task performance, communication frequency, and team satisfaction.The results showed significance differences between the two virtual teams. Dyadic teams performed better in arriving at the task solution using less communication to finish the task. Dyadic teams were also more satisfied with their task solution than the self-structured teams. However, results indicated that dyadic teams were not satisfied with operating as a dyadic team in this study. The research also demonstrated that team satisfaction was the most significant predictor of virtual team effectiveness. The paper concludes with implications for technology managers and suggests guidance for improved effectiveness in design and implementation of virtual teams.
