BSBPMG534 - Presentation Week 4 2024

BSBPMG534 - Manage project human
resources
Week 4
1
greenwichcollege.edu.au
 Processes to improve performance and project effectiveness
 Internal and external influences

TOPICS  Maintaining a positive working environment
 Managing performance
 Reward systems
 Resource conflicts
 Stages of team development
 Teams and personalities
 Conflict resolution
3. Lead project team .. continues
LEARNING
OBJECTIVES 3.2 Monitor and report, for remedial action, internal and external
influences on individual and project team performance and morale
3.3 Implement procedures for interpersonal communication, counselling,

and conflict resolution
3.4 Identify and manage inter-project and intra-project resource conflict
Lesson overview – week 4
• Processes to improve performance and project effectiveness

• Internal and external influences
• Maintaining a positive working environment
• Managing performance
• Reward systems
• Resource conflicts
• Stages of team development
• Teams and personalities
• Conflict resolution
4
Week 4 Learning Objective and Topics:
Lead project team
Processes to improve performance and project effectiveness
This could be through team reviews, progress reports, reports from software
management tools.
Regular team meetings will allow the team to discuss all the aspects of the project.
It can help to identify things that are working well and things that are not.
5
Lead project team
Project team meetings can identify:
checking the
schedule is on
progress on a target along with
project costs and
achievement of
goals
end of project
how an individual
pluses and
is performing
minuses.
6
Lead project team
To assist in achieving project outcomes, a project manager will need to:

ensure that the is no scope creep and the all team members understand their role and
tasks for completion
check that deliverables are being met
ensuring the project schedule is running to the milestones and as planned
analysing any variances using tools such as a Gantt chart to track visually
keeping track of any issues
addressing the project risk management plan for any issues that may arise
7
Lead project team
To assist in achieving project outcomes, a project manager will need to:

(Continues…)
creating a status report or progress report for senior management
manage the project team with particular note to the WBS
8
Lead project team
Furthermore, more a project manager will need to continually

monitor, track, review all team members performance and assigned
activities, taking any remedial action when necessary.
This will also include: monitoring and controlling effort against deliverables and performance
review of skill levels against assigned tasks (looking at any variances)
training, mentoring, coaching or reassigning responsibilities
communicating any issues or responsibilities that are not being met
9
Lead project team
This will also include:

(Continues…)
using reporting mechanisms
initiating change requests
reporting costs against the budget.
10
Lead project team
Internal and external influences
Internal and external influences on a team’s

performance can be:
Internal:
team
decision making
composition
norms and
task structure
rules
11
Lead project team
External:
organisational
reward systems
culture
information
training systems
available
These influences can affect a team’s performance.

12
Lead project team
Maintaining a positive working environment
Fostering a positive workplace environment makes good business

sense.
A positive workplace is characterised by respect that supports

employee engagement.
13
Lead project team
When undertaking project work, maintaining a positive working environment can involve:
clarifying performance objectives
regular feedback
recognition and reward
effective management of poor performance
counselling, training/mentoring
learning and development
14
Lead project team
When undertaking project work, maintaining a positive working environment can involve:
(Continues…)
evaluating overall team performance
managing under performance
managing poor performance
15
Discussion – From
the Learner Guide
Lead project team
Managing performance
Fair Work Australia has a guide for managing under performance which can
be accessed from their site:
https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-pra
ctice-guides/managing-underperformance
Or download the PDF document:

https://www.fairwork.gov.au/ArticleDocuments/711/Managing-underperforma
nce-best-practice-guide.pdf.aspx
17
Lead project team
A process for managing under performance could include:
ensuring that individual team member understands the standards of work performance expected
provide adequate training
provide counselling if needed
identify causes of poor performance
follow organisational formal procedures for discipline and warnings.
18
Lead project team
1. Foster social connections
A large number of empirical studies confirm that positive social

connections at work produce highly desirable results.
19
Lead project team
2. Show empathy
As a boss, you have a huge impact on how your employees feel.
A telling brain-imaging study found that, when employees recalled

a boss that had been unkind or un-empathic, they showed
increased activation in areas of the brain associated with
avoidance and negative emotion while the opposite was true
when they recalled an empathic boss.
20
Lead project team
3. Go out of your way to help
Ever had a manager or mentor who took a lot of trouble to help you
when he or she did not have to?
Chances are you have remained loyal to that person to this day.
The Effect of Interactional Fairness on the Performance of Cross-Functional

Product Development Teams: A Multilevel Mediated Model†
21
Lead project team
4. Encourage people to talk to you – especially about their

problems
Not surprisingly, trusting that the leader has your best interests at
heart improves employee performance.
22
Discussion – From
the Learner Guide
Lead project team
Reward systems
Reward systems
These include both formal and informal, monetary and non-monetary

dependent on the organisation’s policies and procedures.
public recognition of work achievements
flexible working arrangements
stating formal appreciation of tasks achieved or work completed
celebrating success
overtime compensation
lunch or prize rewards
informal general appreciation

24
Lead project team
Resource conflicts
Resource conflicts
If conflict in the workplace goes unchecked, employee performance suffers.
Visit:
http://smallbusiness.chron.com/difference-between-inter--intra-group-conflict-2658.html
Difference Between Inter- & Intra-Group Conflict

Small Business | Human Resources | Conflict
By
M.T. Wroblewski
Updated March 06, 2019
25
Lead project team
Stages of team development
Stages of team development
Forming a team takes time, and members often go through

recognisable stages as they change from being a collection of
strangers to a united group with common goals.
Visit: https://www.mindtools.com/pages/article/newLDR_86.htm
Forming, Storming, Norming, and Performing

Tuckman's Model for Nurturing a Team to High Performance
By the Mind Tools Content Team
26
Lead project team
Teams and personalities
Working with a team of people can be exhilarating—and challenging.
Aside from the chemistry of personalities and work styles that affect a
group dynamic, there’s also the territorial play.
Did you review this video from the Learner Guide?
Understanding Group Dynamics

https://www.youtube.com/watch?v=uL6x99-VSBA
27
Lead project team
Popular theories say a high-performing team is comprised of both distinctly

defined roles and a well-rounded collection of personality archetypes.
• The leader
• The team player
• The researcher
• The expert
• The planner
• The creative
• The communicator
You can source and further information from: https://www.liquidplanner.com/blog/7-personality-types-make-well-rounded-team/
7 Personality Types That Make a Well-Rounded Team
28
Lead project team
Activity: Belbin Team Roles
Belbin has identified nine different clusters of behaviour that are displayed at
the workplace.
Examine the nine Belbin Team Roles.
Then allocate each member of your team the role that you think they fit into.
Now have a team meeting and each exchange your thoughts.
• Does everyone agree?

• Are there a lot of similarities?
29
Lead project team
Conflict resolution
Conflict resolution
Project managers should address conflict or the potential for conflict

between team members before things get out of control.
If a potential conflict can be diffused before it gets too serious then it

will save a lot of time, effort and stress as well as any impacts on the
project deliverables.
30
Lead project team
Conflict resolution
Resolving conflict:
When a team oversteps the mark of healthy difference of opinion,

resolving conflict requires respect and patience.
The human experience of conflict involves our emotions,

perceptions, and actions; we experience it on all three levels, and
we need to address all three levels to resolve it.
We must replace the negative experiences with positive ones.
31
Lead project team
Conflict resolution
The three-stage process below is a form of mediation process, which

helps team members to do this:
1. Prepare for resolution

2. Understand the situation
3. Reach an agreement
You can source and further information from: and further information from:
https://www.mindtools.com/pages/article/newTMM_79.htm
How to Manage Workplace Conflict

Handling Team Conflict Effectively
MTCT
By the Mind Tools Content Team
32
Lead project team
Conflict resolution
Preventing conflict
As well as being able to handle conflict when it arises, teams need to

develop ways of preventing conflict from becoming damaging.
Team members can learn skills and behavior to help this.
33
Lead project team
Conflict resolution
Here are some of the key skills and behaviors to work on in preventing conflict from
becoming damaging :
• Dealing with conflict immediately – avoid the temptation to ignore it.
• Being open – if people have issues, they need to be expressed immediately and
not allowed to fester.
• Practicing clear communication – articulate thoughts and ideas clearly.
• Practicing active listening – paraphrasing, clarifying, questioning.
Do you know of others?

34
Lead project team
Conflict resolution
Also, what about the following… in preventing conflict from becoming damaging:
• Practicing identifying assumptions – asking yourself "why" on a regular basis.
• Not letting conflict get personal – stick to facts and issues, not personalities.
• Focusing on actionable solutions – don't belabor what can't be changed.
• Encouraging different points of view – insist on honest dialogue and expressing

feelings.
Anymore?
35
Lead project team
Conflict resolution
Plus, more, what about the following… in preventing conflict from becoming damaging:
• Not looking for blame – encourage ownership of the problem and solution.
• Demonstrating respect – if the situation escalates, take a break and wait for
emotions to subside.
• Keeping team issues within the team – talking outside allows conflict to build and
fester, without being dealt with directly.
36
Lead project team
Conflict resolution
Dispute resolution process
The Fair Work Ombudsman website offers advice on handling

effective dispute resolution:
https://www.fairwork.gov.au/how-we-will-help/templates-and-gu
ides/best-practice-guides/effective-dispute-resolution
37
CONCLUSION
QUESTIONS AND
RECAP

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BSBPMG534 - Manage project human

 Internal and external influences

 Stages of team development

 Teams and personalities

3.3 Implement procedures for interpersonal communication, counselling,

3.4 Identify and manage inter-project and intra-project resource conflict

• Processes to improve performance and project effectiveness

Processes to improve performance and project effectiveness

Project team meetings can identify:

To assist in achieving project outcomes, a project manager will need to:

check that deliverables are being met

ensuring the project schedule is running to the milestones and as planned

keeping track of any issues

To assist in achieving project outcomes, a project manager will need to:

creating a status report or progress report for senior management

manage the project team with particular note to the WBS

Furthermore, more a project manager will need to continually

review of skill levels against assigned tasks (looking at any variances)

training, mentoring, coaching or reassigning responsibilities

communicating any issues or responsibilities that are not being met

This will also include:

using reporting mechanisms

initiating change requests

reporting costs against the budget.

Internal and external influences

Internal and external influences on a team’s

These influences can affect a team’s performance.

Maintaining a positive working environment

Fostering a positive workplace environment makes good business

A positive workplace is characterised by respect that supports

clarifying performance objectives

recognition and reward

effective management of poor performance

learning and development

managing under performance

managing poor performance

Or download the PDF document:

A process for managing under performance could include:

provide adequate training

provide counselling if needed

identify causes of poor performance

follow organisational formal procedures for discipline and warnings.

1. Foster social connections

A large number of empirical studies confirm that positive social

As a boss, you have a huge impact on how your employees feel.

A telling brain-imaging study found that, when employees recalled

3. Go out of your way to help

The Effect of Interactional Fairness on the Performance of Cross-Functional

4. Encourage people to talk to you – especially about their

These include both formal and informal, monetary and non-monetary

flexible working arrangements

stating formal appreciation of tasks achieved or work completed

lunch or prize rewards

informal general appreciation

If conflict in the workplace goes unchecked, employee performance suffers.

Difference Between Inter- & Intra-Group Conflict

Stages of team development

Forming a team takes time, and members often go through

Forming, Storming, Norming, and Performing

Teams and personalities

Working with a team of people can be exhilarating—and challenging.

Did you review this video from the Learner Guide?

Understanding Group Dynamics