The document provides an overview of managing project teams. It discusses effective team characteristics such as size, common goals, and communication. It also covers team development models, motivation theories, keys to managing people, and challenges such as managing virtual teams and conflict within teams. The summary focuses on the essential topics covered in the document in 3 sentences or less.
3. Our goal today is to develop and facilitate leadership, team building, performance management, and conflict management skills in the context of an IT environment
5. Effective Team CharacteristicsWhy Join Teams?Team DevelopmentKeys to Managing PeopleManaging Project TeamsProject Team ConflictProject Team Pitfalls
15. It gets more difficult to interact with and influence the groupIndividuals get less satisfaction from their involvement in the teamPeople end up with less commitment to the team goalsIt requires more centralized decision making There is lesser feeling as being part of team
17. 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. - Fred Brooks
41. Figure 11.1 The Five-Stage Team Development Model(Gray & Larson, 2006, p345)
42. Implications for teams:A project manager needs to devote initial attention to helping the group evolve quickly to the (performing phase).This model provides a framework for the group to understand its own development.It stresses the importance of the norming phase which contributes to the level of productivity.
43. Recent studies suggest that there is no standardized pattern of group development. What do you think about Tuckman’s model? Does it feel right to you?
44. Punctuated Equilibrium Model(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 projectBy imposing a series of deadlines, with milestones, it is possible to create multiple transition points for natural group development
45. Figure 11.2 The Punctuated Equilibrium Model of Group Development(Gray & Larson, 2006, p346)
46. TrainingThe main goal of team development is to help people work together more effectively to improve project performance.Training can help people understand themselves and each other, and understand how to work better in teams.
47. Team building activities include physical challengesand psychological preference indicator tools
52. The Max Wideman MTBI article “Do we have enough of the right kind of people?”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
53. 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 ).
54. Another modelSocial Styles ProfilePeople are perceived as behaving primarily in one of four zones, based on their assertiveness and responsivenessAssertivenessResponsiveness
56. Reward and Recognition SystemsTeam-based reward and recognition systems can promote teamworkFocus on rewarding teams for achieving specific goalsAllow time for team members to mentor and help each other to meet project goals and develop human resources
58. Reward and Recognition Systems cont’d…Recognize individual performance?letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibilityTeam Developmentcont’d…
60. 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
61. MotivationIntrinsic motivation causes people to participate in an activity for their own enjoymenteg. read, gardening…Extrinsic motivation causes people to do something for a reward or to avoid a penaltyeg. homework
65. McGregor’s X and YMaslow’s Hierarchy of Needs(1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needsMaslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
66. Maslow’s Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
67. Hertzberg’s Motivation-Hygiene TheoryIn the late 1960s Frederick Herzberg wrote about worker motivation.He distinguished between motivation factors and hygiene factors.hygiene factorscause dissatisfaction if absent but do not motivate, eg. Money, working conditions,motivation factorsHelp motivate workers directly eg. achievement, recognition, work, responsibility
70. McClelland’s Acquired-Needs Theory(1961) David McClelland proposed an individual’s specific needs are acquired or learned over time and shaped by life experiences.Categories:achievement
72. powerMcGregor’s Theory X and Theory YIn the 1960’s Douglas McGregor popularized the human relations approachTheory X: workers dislike and avoid workTheory Y: work is as natural as play or restTheory Z: emphasizing trust, quality, collective decision making, and cultural values
74. Thamhain and Wilemon’s influence bases(1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authorityassignmentbudgetpromotionmoneypenaltywork challengeexpertisefriendship
75. Steven Covey’s 7 habitsCa be applied to improve effectiveness on projectsBe proactiveBegin with the end in mindPut first things firstThink win/winSeek first to understand, then to be understoodSynergizeSharpen the saw
76. Covey’s Habit 5: Seek first to understand, then to be understood
81. if updates are needed to the project management plan or organizational process assetsTools and techniques available to assist in managing project teams include:observation and conversation
85. Develop your teamBe patient and kind with your teamFix the problem instead of blaming peopleEstablish regular, effective meetingsAllow time for teams to go through the basic team-building stagesLimit the size of work teams to five to twelve membersPlan some social activities to help project team members and other stakeholdersStress team identityNurture team members and encourage them to help each otherTake additional actions to work with virtual team members
86. Voluntary team membershipContinuous service on the teamFull-time assignment to the teamAn organization culture of cooperation and trustMembers report only to the project managerFunctional areas are represented on the teamThe project has a compelling objectiveMembers are in speaking distance of each otherKnow the conditions favorable for development of high performing teams
109. have the project sponsor give a pep talkRejuvenating the Project TeamFormal Techniquesteam building session facilitated by an outsider to clarify ownership issues affecting performance
110. engage in an outside activity that provides an intense common experience to promote social development of the teamChallenges of Managing Virtual Teams
111. Challenges of Managing Virtual TeamsDeveloping trustexchange of social informationset clear roles for each team member
112. Challenges of Managing Virtual TeamsDeveloping effective patterns of communicationinclude face-to-face if at all possiblekeep team members informed on how the overall project is goingdon’t let team members vanishestablish a code of conduct to avoid delaysestablish clear norms and protocols for surfacing assumptions and conflicts
119. ask the team to consider an alternativeManaging Conflict in the Project TeamEncouraging Functional Conflictencourage dissent by asking tough questions
129. ReviewEffective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation.Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points.Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems.PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey …Other areas of importance include; recruitment, maintenance, and conflict management of project teams.
130. ReferencesHorodyski, 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