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Project Management7. Managing Teams,[object Object]
Week 7,[object Object]
Our goal today is to develop and facilitate leadership, team building, performance management, and conflict management skills in the context of an IT environment,[object Object]
Main reference: Gray & Larson, 2006, Ch 11.,[object Object]
Effective Team Characteristics,[object Object],Why Join Teams?,[object Object],Team Development,[object Object],Keys to Managing People,[object Object],Managing Project Teams,[object Object],Project Team Conflict,[object Object],Project Team Pitfalls,[object Object]
Effective Team Characteristics,[object Object]
What is a Team?,[object Object]
A team ,[object Object],is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).,[object Object]
Teamwork,[object Object],is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization ,[object Object]
Team-building,[object Object],is high interaction among group members to increase trust and openness,[object Object]
Effective Team Characteristics ,[object Object],1,[object Object],Project Team Size,[object Object],2,[object Object],Common Characteristics,[object Object]
Project Team Size,[object Object],Performance is based on balance of members carrying out roles and meeting social and emotional needs,[object Object]
Project teams of 5 to 12 members work best,[object Object]
There are problems you encounter as size increases,[object Object]
It gets more difficult to interact with and influence the group,[object Object],Individuals get less satisfaction from their involvement in the team,[object Object],People end up with less commitment to the team goals,[object Object],It requires more centralized decision making ,[object Object],There is lesser feeling as being part of team,[object Object]
Project Team Size,[object Object],The Mythical Man-Month,[object Object]
Assigning more programmers to a project running behind schedule will make it even later, due to the time required for the new programmers to learn about the project, as well as the increased communication overhead. ,[object Object],- Fred Brooks,[object Object]
Group Intercommunication Formula,[object Object],n(n − 1) / 2 ,[object Object],Fred Brooks,[object Object],The Mythical Man-Month,[object Object]
Group Intercommunication Formula,[object Object],n(n − 1) / 2 ,[object Object],Examples,[object Object],Fred Brooks,[object Object],The Mythical Man-Month,[object Object]
Group Intercommunication Formula,[object Object],n(n − 1) / 2 ,[object Object],Examples,[object Object],5 developers -> 5(5 − 1) / 2 = 10 channels of communication ,[object Object],Fred Brooks,[object Object],The Mythical Man-Month,[object Object]
Group Intercommunication Formula,[object Object],n(n − 1) / 2 ,[object Object],Examples,[object Object],5 developers -> 5(5 − 1) / 2 = 10 channels of communication ,[object Object],10 developers -> 10(10 − 1) / 2 = 45 channels of communication ,[object Object],Fred Brooks,[object Object],The Mythical Man-Month,[object Object]
Group Intercommunication Formula,[object Object],n(n − 1) / 2 ,[object Object],Examples,[object Object],5 developers -> 5(5 − 1) / 2 = 10 channels of communication ,[object Object],10 developers -> 10(10 − 1) / 2 = 45 channels of communication ,[object Object],50 developers -> 50(50 − 1) / 2 = 1225 channels of communication ,[object Object],Fred Brooks,[object Object],The Mythical Man-Month,[object Object]
Common Characteristics of High Performing Teams,[object Object]
Goals are clearly defined and matched with measurable outcomes,[object Object]
Accurate effective 2-way communication,[object Object]
Leadership is shared and participation encouraged,[object Object]
Effective decision making and problem solving,[object Object]
Team identity and cohesiveness,[object Object]
Diverse backgrounds and experience,[object Object]
Cooperation and collaboration,[object Object]
They share a common identity,[object Object]
Figure 1 Characteristics or needs of effective teams(Horodyski, 1995, p12),[object Object]
Why Join Teams?,[object Object]
Why do people want to join teams?,[object Object]
Individual reasons,[object Object],Security,[object Object],Status,[object Object],Self-esteem,[object Object],Affiliation,[object Object],Power,[object Object],Goal achievement,[object Object]
Why do teams work well for organizations?,[object Object]
Team Development,[object Object]
Project team,[object Object],Project teams usually come together for a project and then disband.  What challenges does this create?,[object Object]
Tuckman (1960s) published five stage model of team development ,[object Object]
Figure 9.1 Stages of Team Development(Robbins et al, 1998, p309),[object Object]
Figure 11.1 The Five-Stage Team Development Model(Gray & Larson, 2006, p345),[object Object]
Implications for teams:,[object Object],A project manager needs to devote initial attention to helping the group evolve quickly to the (performing phase).,[object Object],This model provides a framework for the group to understand its own development.,[object Object],It stresses the importance of the norming phase which contributes to the level of productivity.,[object Object]
Recent studies suggest that there is no standardized pattern of group development. What do you think about Tuckman’s model?  ,[object Object],Does it feel right to you?,[object Object]
Punctuated Equilibrium Model,[object Object],(1988) Gersick found that there are natural transition points during the life of teams in which the group is receptive to change and that such a moment naturally occurs at the scheduled midpoint of a project,[object Object],By imposing a series of deadlines, with milestones, it is possible to create multiple transition points for natural group development,[object Object]
Figure 11.2 The Punctuated Equilibrium Model of Group Development(Gray & Larson, 2006, p346),[object Object]
Training,[object Object],The main goal of team development is to help people work together more effectively to improve project performance.,[object Object],Training can help people understand themselves and each other, and understand how to work better in teams.,[object Object]
Team building activities include physical challengesand psychological preference indicator tools,[object Object]
MBTI,[object Object],What are you?,[object Object]
extrovert,[object Object],introvert,[object Object],e,[object Object],i,[object Object],sensation,[object Object],intuition,[object Object],s,[object Object],n,[object Object],thinking,[object Object],feeling,[object Object],t,[object Object],f,[object Object],judgement,[object Object],perception,[object Object],j,[object Object],p,[object Object]
extrovert,[object Object],introvert,[object Object],e,[object Object],e,[object Object],i,[object Object],sensation,[object Object],intuition,[object Object],s,[object Object],n,[object Object],n,[object Object],thinking,[object Object],feeling,[object Object],t,[object Object],f,[object Object],t,[object Object],judgement,[object Object],perception,[object Object],j,[object Object],j,[object Object],p,[object Object],me,[object Object]
extrovert,[object Object],introvert,[object Object],e,[object Object],i,[object Object],i,[object Object],sensation,[object Object],intuition,[object Object],s,[object Object],n,[object Object],n,[object Object],thinking,[object Object],feeling,[object Object],t,[object Object],f,[object Object],judgement,[object Object],perception,[object Object],j,[object Object],p,[object Object],NTs are attracted to technology fields,[object Object],There is a belief that IT people differ from population in a tendency to not be extroverted or sensing.,[object Object]
The Max Wideman MTBI article “Do we have enough of the right kind of people?”,[object Object],R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada. http://www.maxwideman.com/papers/profiles/profiles.pdf,[object Object]
What is your suitability to Project Work?,[object Object],* Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?” (http://www.maxwideman.com/papers/profiles/profiles.pdf ).,[object Object]
Another model,[object Object],Social Styles Profile,[object Object],People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness,[object Object],Assertiveness,[object Object],Responsiveness,[object Object]
Another model,[object Object],Analytical,[object Object],Driver,[object Object],Task,[object Object],Responsiveness,[object Object],Amiable,[object Object],Expressive,[object Object],People,[object Object],Assertiveness,[object Object],Ask,[object Object],Tell,[object Object]
Reward and Recognition Systems,[object Object],Team-based reward and recognition systems can promote teamwork,[object Object],Focus on rewarding teams for achieving specific goals,[object Object],Allow time for team members to mentor and help each other to meet project goals and develop human resources,[object Object]
http://www.flickr.com/photos/hi-phi/1100036300/,[object Object]
Reward and Recognition Systems cont’d…,[object Object],Recognize individual performance?,[object Object],letters of commendation,[object Object],public recognition for outstanding work,[object Object],desirable job assignments,[object Object],increased personal flexibility,[object Object],Team Developmentcont’d…,[object Object]
Keys to Managing People,[object Object]
Psychologists and management theorists have devoted much research and thought to the field of managing people at work.  Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) Effectiveness,[object Object]
Motivation,[object Object],Intrinsic motivation causes people to participate in an activity for their own enjoyment,[object Object],eg. read, gardening…,[object Object],Extrinsic motivation causes people to do something for a reward or to avoid a penalty,[object Object],eg. homework,[object Object]
Motivation Theorists,[object Object],[object Object]
Herzberg’s motivation-hygiene
McClelland’s acquired-needs
McGregor’s X and Y,[object Object]
Maslow’s Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/,[object Object]
Hertzberg’s Motivation-Hygiene Theory,[object Object],In the late 1960s Frederick Herzberg wrote about worker motivation.,[object Object],He distinguished between motivation factors and hygiene factors.,[object Object],hygiene factors,[object Object],cause dissatisfaction if absent but do not motivate, ,[object Object],eg. Money, working conditions,,[object Object],motivation factors,[object Object],Help motivate workers directly,[object Object], eg. achievement, recognition, work, responsibility,[object Object]
http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman,[object Object]
(Robbins et al, 1998, p221),[object Object]
McClelland’s Acquired-Needs Theory,[object Object],(1961) David McClelland proposed an individual’s specific needs are acquired or learned over time and shaped by life experiences.,[object Object],Categories:,[object Object],[object Object]
affiliation
power,[object Object]
http://www.provenmodels.com/20/theory-x-&-y/mcgregor,[object Object]
Thamhain and Wilemon’s influence bases,[object Object],(1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers ,[object Object],authority,[object Object],assignment,[object Object],budget,[object Object],promotion,[object Object],money,[object Object],penalty,[object Object],work challenge,[object Object],expertise,[object Object],friendship,[object Object]
Steven Covey’s 7 habits,[object Object],Ca be applied to improve effectiveness on projects,[object Object],Be proactive,[object Object],Begin with the end in mind,[object Object],Put first things first,[object Object],Think win/win,[object Object],Seek first to understand, then to be understood,[object Object],Synergize,[object Object],Sharpen the saw,[object Object]
Covey’s Habit 5: Seek first to understand, then to be understood,[object Object]
Managing Project Teams,[object Object]
Project managers must lead their teams in performing various project activities,[object Object]
After assessing team performance and related information, the project manager must decide:,[object Object],[object Object]
if corrective or preventive actions should be recommended
if updates are needed to the project management plan or organizational process assets,[object Object]
project performance appraisals
conflict management
issue logs,[object Object]
Develop your team,[object Object],Be patient and kind with your team,[object Object],Fix the problem instead of blaming people,[object Object],Establish regular, effective meetings,[object Object],Allow time for teams to go through the basic team-building stages,[object Object],Limit the size of work teams to five to twelve members,[object Object],Plan some social activities to help project team members and other stakeholders,[object Object],Stress team identity,[object Object],Nurture team members and encourage them to help each other,[object Object],Take additional actions to work with virtual team members,[object Object]
Voluntary team membership,[object Object],Continuous service on the team,[object Object],Full-time assignment to the team,[object Object],An organization culture of cooperation and trust,[object Object],Members report only to the project manager,[object Object],Functional areas are represented on the team,[object Object],The project has a compelling objective,[object Object],Members are in speaking distance of each other,[object Object],Know the conditions favorable for development of high performing teams,[object Object]
Meetings?,[object Object]
A brief diversion into Management and Meetings,[object Object]
Project Management Managing Teams
Project Management Managing Teams
Project Management Managing Teams
Project Management Managing Teams
Don’t waste my time,[object Object]
Conducting Project Meetings,[object Object],Establishing Ground Rules,[object Object],Managing Subsequent Meetings,[object Object],Conducting Project Meetings,[object Object],Relationship Decisions,[object Object],Planning Decisions,[object Object],Tracking Decisions,[object Object],Managing Change Decisions,[object Object]
Time,[object Object],Date,[object Object],Place,[object Object],Who must be there,[object Object],Meeting goals,[object Object],Agenda,[object Object],Expected outcome,[object Object],Preparation required,[object Object]
Recruiting Project Members,[object Object],Factors affecting recruiting,[object Object],[object Object]
management structure used to complete the projectHow to recruit? ,[object Object],[object Object],Who to recruit?,[object Object],[object Object]
availability
technological expertise
credibility
political connections
ambition, initiative, and energy,[object Object]
Effective Use of Meetings,[object Object],Co-location of team members,[object Object],Creation of project team name,[object Object],Team rituals,[object Object],Establishing a Team Identity,[object Object]
Figure 11.4 Requirements for an Effective Project Vision(Gray & Larson, 2006, p357),[object Object]
Problem Identification,[object Object],Generating Alternatives,[object Object],Reaching a Decision,[object Object],Follow-up,[object Object],Orchestrating the Decision-Making Process,[object Object]
Rejuvenating the Project Team,[object Object],Informal Techniques,[object Object],[object Object]
take an off-site break as a team from the project
view an inspiration message or movie
have the project sponsor give a pep talk,[object Object]
engage in an outside activity that provides an intense common experience to promote social development of the team,[object Object]
Challenges of Managing Virtual Teams,[object Object],Developing trust,[object Object],exchange of social information,[object Object],set clear roles for each team member,[object Object]

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