Chapter 6

Project Team Management

1
 Managing Team Performance:
2 Overview
 Definition and Importance of Teams
 Types of Teams and Implications for PM
 Purposes and Challenges of Team PM
 Including Team Performance in the PM System
 Rewarding Team Performance
 Definition of Team
3 Team management is the ability of an individual or an
organization to administer and coordinate a group of individuals to
perform a task
Two or more people
 Interact
 Dynamically
 Independently
 Share common and valued
 Goal
 Objective or
 Mission
 Importance of Teams
4

 Increased pressure, including global competition

 Flexibility in flatter organizations
 Complexity of products and services
 Rapidly changing business environments
 Performance Management & Teams
5

 PM systems should target:

 Individual performance
 Individual’s contribution to team performance
 Performance of entire team
 General principles of PM relating to teams
6

1. Design and implement best system possible

2. Consider dangers of poorly implemented system
 Managing for Improved Team Performance
7

 Don’t limit team processes with other task or

organizational requirements
 Provide good team design and organizational support
 Give feedback only on processes that the team members
can control
 Types of Teams
8

 Classified by
 Complexity of task
 Membership configuration
 Complexity of Task ranges from:
9

 Routine
 Well defined
 Few deviations in how work is done
 Outcomes easily assessed

- to -
 Non-routine
 Not defined well
 No clear specifications on how to do the work
 Outcomes are long term and difficult to assess
 Membership Configuration includes
10

 Length of time team expects to work together

 Stability of team membership

Static Dynamic
 Types of Teams Based on
11 Membership Configuration and Task Complexity

Dynamic ° Network
Teams

Membership ° Project
Teams
Configuration
Static ° Work and
Service Teams

Routine Non- Routine

Task Complexity
 Types of Teams
12

1. Work or Service Teams

2. Project Teams
3. Network Teams
 Types of teams ….
13

 Work or Service Teams

 Intact
 Routine tasks
 Share similar skill sets
 Project Teams
 Assembled for specific purpose
 Tasks outside core product or service
 Members from different functional areas
 Types of teams ….
14

 Network Teams
 Membership not constrained by
o Time or space
o Organizational boundaries
 Teams may include
o Temporary or full-time workers
o Customers
o Vendors
o Consultants
 Work is extremely non-routine
 Examples of PM Approaches by Type of Team
15

 Type of Team  Type of PM Approach

 Work & Service Team  Peer ratings
 Project Team  Ongoing measurements
 Network Team  Development of competencies
 Purposes of Team PM
16

 Traditional goals of any PM System

 Specific to Team performance:
 Make all team members accountable
 Motivate all team members to have a stake in team
performance
 Challenges of Team PM
17

 How do we assess relative individual contribution?

 How do we balance individual and team performance?
 How do we identify individual and team measures of
performance?
 Basic Principles for Designing a PM System
18
that Includes Team Performance
1. Make sure your team is really a team.
2. Make the investment to measure.
3. Define measurement goals clearly.
4. Use a multi-method approach to measurement.
5. Focus on process as well as outcomes.
6. Measure long-term changes.
 Performance Management Process (Overview/Review)
19

Performance
Prerequisites
Planning

Performance
Execution

Performance
Performance
Renewal and
Assessment
Re-contracting Performance
Review
 Prerequisites
20

 Knowledge of mission
 Organization
 Team
 Knowledge of job to be performed by the team, including
KSAs
 Prerequisites
21

KSAs needed for most teams:

 Task
 Contextual
 Communication
 Decision-making
 Collaboration
 Team leadership
 Self-control
22 Performance Planning

 Results expected of the team

 Behaviors expected of team members
 Developmental objectives to be achieved by team
and its members
 Performance Execution
23

Team responsibilities
1. Commit to goal achievement
2. Seek feedback from
 Each other
 Supervisor
3. Communicate openly & regularly
4. Conduct regular & realistic peer-appraisals
 Performance Execution….
24

Supervisor Responsibilities
1. Observe and document
 Team performance
 Relative contribution of team members
2. Update team on any changes in goals of the organization
3. Provide resources & reinforcement
 Performance Assessment
25

Types of Assessments
 Self-appraisals
 Peer evaluations
 Supervisor evaluation
 Outsider appraisals (if appropriate)
 Performance Assessment
26

Kinds of Performance to be Assessed

 Individual task performance
 Individual contextual performance
 Team performance
 Dimensions of Team Performance
27
to Assess:

 Effectiveness
 Efficiency
 Learning and growth
 Team member satisfaction
 Performance Review
28

 Two meetings with supervisor or review board

 Team meeting
 Individual meeting
 Emphasis on past, present and future
 Team Meeting
29

 Discuss overall team

 Performance
 Results
 Information comes from:
 Team members
 Other teams/outsiders
 Supervisor’s evaluation
 Individual Meeting
30

 Discuss how individual behavior contributed to team

performance
 Information comes from:
 Self-appraisal
 Peer ratings
 Supervisor’s evaluation
 Performance Renewal
31
and
Re-Contracting
 Make adjustments to performance plan
 Include plan for individual performance as it affects team
functioning
 Making Team-based Rewards Effective
32

 All employees should be eligible

 Rewards should be
 Visible
 Contingent
 Reversible
 Avoid factors which cause reward systems to fail
 Consider variable pay systems (in addition to individual
bonuses)
33

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