Project team aging and performance: The roles of project and functional managers

The authors have explored further the effect of the tenure of an R&D group (that is, the length of time in which it has existed) on its performance. Several studies have shown that groups tend to reach a peak of productivity after a few years and decline thereafter. However, it seems that not all teams so decline and the aim of the authors' study reported in this paper was to see what could be learned from those groups that continued to be successful.
They therefore studied a sample of 181 teams comprising 2000 subjects drawn from a wide variety of R&D organizations. Their objectives were first to pick out those teams that remained effective and second, to discover the secret of their success. Group performances were assessed subjectively by senior members of each organization. Group tenures were measured by calculating the average time each individual member had spent in the group. Further information was obtained from questionnaires completed by participants.
Analysis of the results led to the surprising conclusion that there was no evidence whatever for the previously reported curvilinear relationship between performance and tenure. Nevertheless, some long-tenured teams per-formed much better than others and better than newly-formed teams, for which the authors have sought an explanation.
From information deduced from the questionnaires they conclude that the crucial factor is the extent to which the functional manager (department head) as distinct from the project manager nurtures individual researchers, especially in ensuring that they keep abreast of progress in relevant areas of expertise. The role of the project manager on the other hand is to maintain connection between the team and institutional objectives.