Professional Documents
Culture Documents
SI Maneja Conflictos Sesionsiete
SI Maneja Conflictos Sesionsiete
Project Management
7. Managing Teams
Week 7
Our goal today is to develop and facilitate leadership, team building,
performance management, and conflict management skills in the
context of an IT environment
Main reference: Gray & Larson, 2006,
Ch 11.
Effective Team Characteristics
Why Join Teams?
Team Development
Keys to Managing People
Managing Project Teams
Project Team Conflict
Project Team Pitfalls
Effective Team Characteristics
What is a Team?
A team
is a group of individuals who cooperate and work together to achieve a
given set of objectives or goals (Horodyski, 1995).
Teamwork
is close cooperation between cross-trained employees who
are familiar with a wide range of jobs in their organization
Team-building
is high interaction among group members to increase trust and openness
Effective Team Characteristics
1
Project Team Size
2
Common Characteristics
Project Team Size
Performance is based on balance of members carrying out roles and meeting
social and emotional needs
Project teams of 5 to 12 members work best
There are
problems you
encounter as size
increases
1. It gets more difficult to
interact with and
influence the group
4. It requires more
centralized decision
making
n(n − 1) / 2
Fred Brooks
The Mythical Man-Month
Group Intercommunication
Formula
n(n − 1) / 2
Examples
Fred Brooks
The Mythical Man-Month
Group Intercommunication
Formula
n(n − 1) / 2
Examples
Fred Brooks
The Mythical Man-Month
Group Intercommunication
Formula
n(n − 1) / 2
Examples
n(n − 1) / 2
Examples
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
Why do teams work well for organizations?
Team Development
Project team
This model provides a framework for the group to understand its own
development.
s sensation intuition n
t thinking feeling f
j judgement perception p
e extrovert e introvert i
s sensation n intuition n
t thinking t feeling f
j judgement j perception p
me
e extrovert i introvert i
s sensation n intuition n
t thinking feeling f
j judgement perception p
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
What is your suitability to Project Work?
* 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 ).
Another model
Responsiveness
Another model
Task
Analytical Driver
Responsiveness
Amiable Expressive
People
Allow time for team members to mentor and help each other to meet
project goals and develop human resources
http://www.flickr.com/photos/hi-phi/1100036300/
Team Development cont’d…
Reward and Recognition Systems cont’d…
Categories:
– achievement
– affiliation
– power
McGregor’s Theory X and
Theory Y
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win/win
5. Seek first to understand, then to
be understood
6. Synergize
7. Sharpen the saw
Covey’s Habit 5: Seek first to understand, then to be understood
Managing Project Teams
Project managers must lead their teams in performing various project
activities
After assessing team performance and related information, the project
manager must decide:
– if changes should be requested to the project
– if corrective or preventive actions should be recommended
– if updates are needed to the project management plan or organizational
process assets
Tools and techniques available to assist in managing project teams
include:
– observation and conversation
– project performance appraisals
– conflict management
– issue logs
Develop your team
Develop your team
Managing
Managing Establishing
Establishing
Subsequent
Subsequent Ground
GroundRules
Rules
Meetings
Meetings
Conducting
Conducting
Relationship
Relationship Planning
Planning
Decisions Project
Project Decisions
Decisions Decisions
Meetings
Meetings
Managing
Managing Tracking
Tracking
Change
Change Decisions
Decisions
Decisions
Decisions
Time Meeting goals
Date Agenda
Place Expected outcome
Who must be there Preparation required
Recruiting Project Members
Effective
EffectiveUse
Use
of
ofMeetings
Meetings
Co-location
Co-locationof
of
team
teammembers
members
Creation
Creationof
ofproject
project
team
teamname
name
Team
Teamrituals
rituals
Figure 11.4 Requirements for an Effective Project Vision
(Gray & Larson, 2006, p357)
Orchestrating the Decision-Making Problem
Process Identification
Generating
Alternatives
Reaching a
Decision
Follow-up
Rejuvenating the Project Team
Informal Techniques
– institute new rituals
– 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
Rejuvenating the Project Team
Formal Techniques
– team building session
facilitated by an outsider to
clarify ownership issues
affecting performance
– engage in an outside activity
that provides an intense
common experience to
promote social development
of the team
Challenges of Managing Virtual Teams
Challenges of Managing Virtual Teams
Developing trust
exchange of social information
set clear roles for each team member
Challenges of Managing Virtual Teams
Encouraging
EncouragingFunctional
FunctionalConflict
Conflict Managing
ManagingDysfunctional
DysfunctionalConflict
Conflict
–– encourage
encouragedissent
dissentby
byasking
asking –– mediate
mediatethetheconflict
conflict
tough
toughquestions
questions –– arbitrate
arbitratethe
theconflict
conflict
–– bring
bringin
inpeople
peoplewith
withdifferent
different –– control
controlthe
theconflict
conflict
points
pointsof
ofview
view –– accept
acceptthe
theconflict
conflict
–– designate
designatesomeone
someoneto tobe
beaa –– eliminate
eliminatethetheconflict
conflict
devil’s
devil’sadvocate
advocate
–– ask
askthe
theteam
teamto toconsider
consideran
an
alternative
alternative
Project Team Pitfalls
Figure 11.5 Conflict Intensity over the Project Life Cycle
(Gray & Larson, 2006, p363)
Project Team Pitfalls
Bureaucratic
Bureaucratic
Groupthink
Groupthink Bypass
BypassSyndrome
Syndrome
Team
TeamSpirit
SpiritBecomes
Becomes
Going
GoingNative
Native Team
TeamInfatuation
Infatuation
Review
1. Effective teams have common characteristics such as; size range,
purpose, communication, leadership, cohesiveness, identity,
diversity, and cooperation.
2. Traditional research suggests teams develop in 5-stage process;
forming, storming, norming, performing, and adjourning. Modern
approach indicates growth occurs at project transition points.
3. Team development can be facilitated through training,
personality indicators, social styles profiles, and reward systems.
4. PM’s can utilize people handling strategies from motivation
theorists and other theorists such as; Maslow, Hertzberg,
McClelland, McGregor and Covey …
5. Other areas of importance include; recruitment, maintenance,
and conflict management of project teams.
References
Horodyski, K. (1995). Managing and developing teams. Footscray, Vic.: Open
Training Services.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd.,
NSW: Allyn and Bacon.
Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney:
Prentice-Hall
BetterProjects.net
Woodley
Wonder
nattu . SantiMB . SSCusp Gaetan Lee prawnpie Rhett Redelings meggerss laffy4k judge_mental atomicShed
works
*mangu*
wanders by
Inky Bob obo-bobolina lyk3_0n3_tym3 mistake... ittybittiesforyou Dunechaser jsgraphicdesign prawnpie gnackgna lhuiz yuan2003
ckgnack
brycej