Project Management Managing Teams

Project Management7. Managing Teams

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 CharacteristicsWhy Join Teams?Team DevelopmentKeys to Managing PeopleManaging Project TeamsProject Team ConflictProject Team Pitfalls

Effective Team Characteristics

A team is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).

Teamworkis close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization

Team-buildingis high interaction among group members to increase trust and openness

Effective Team Characteristics 1Project Team Size2Common Characteristics

Project Team SizePerformance 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

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

Project Team SizeThe Mythical Man-Month

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

Group Intercommunication Formulan(n − 1) / 2 Fred BrooksThe Mythical Man-Month

Group Intercommunication Formulan(n − 1) / 2 ExamplesFred BrooksThe Mythical Man-Month

Group Intercommunication Formulan(n − 1) / 2 Examples5 developers -> 5(5 − 1) / 2 = 10 channels of communication Fred BrooksThe Mythical Man-Month

Group Intercommunication Formulan(n − 1) / 2 Examples5 developers -> 5(5 − 1) / 2 = 10 channels of communication 10 developers -> 10(10 − 1) / 2 = 45 channels of communication Fred BrooksThe Mythical Man-Month

Group Intercommunication Formulan(n − 1) / 2 Examples5 developers -> 5(5 − 1) / 2 = 10 channels of communication 10 developers -> 10(10 − 1) / 2 = 45 channels of communication 50 developers -> 50(50 − 1) / 2 = 1225 channels of communication Fred BrooksThe Mythical Man-Month

Common Characteristics of High Performing Teams

Goals are clearly defined and matched with measurable outcomes

Accurate effective 2-way communication

Leadership is shared and participation encouraged

Effective decision making and problem solving

Team identity and cohesiveness

Diverse backgrounds and experience

Figure 1 Characteristics or needs of effective teams(Horodyski, 1995, p12)

Why do people want to join teams?

Individual reasonsSecurityStatusSelf-esteemAffiliationPowerGoal achievement

Why do teams work well for organizations?

Project teamProject teams usually come together for a project and then disband. What challenges does this create?

Tuckman (1960s) published five stage model of team development

Figure 9.1 Stages of Team Development(Robbins et al, 1998, p309)

Figure 11.1 The Five-Stage Team Development Model(Gray & Larson, 2006, p345)

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.

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?

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

Figure 11.2 The Punctuated Equilibrium Model of Group Development(Gray & Larson, 2006, p346)

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.

Team building activities include physical challengesand psychological preference indicator tools

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extrovertintroverteeisensationintuitionsnnthinkingfeelingtftjudgementperceptionjjpme

extrovertintroverteiisensationintuitionsnnthinkingfeelingtfjudgementperceptionjpNTs are attracted to technology fieldsThere is a belief that IT people differ from population in a tendency to not be extroverted or sensing.

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

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 modelSocial Styles ProfilePeople are perceived as behaving primarily in one of four zones, based on their assertiveness and responsivenessAssertivenessResponsiveness

Another modelAnalyticalDriverTaskResponsivenessAmiableExpressivePeopleAssertivenessAskTell

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

http://www.flickr.com/photos/hi-phi/1100036300/

Reward and Recognition Systems cont’d…Recognize individual performance?letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibilityTeam Developmentcont’d…

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

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

Motivation TheoristsMaslow’s hierarch of needs

Herzberg’s motivation-hygiene

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

Maslow’s Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/

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

http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman

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

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

http://www.provenmodels.com/20/theory-x-&-y/mcgregor

Thamhain and Wilemon’s influence bases(1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authorityassignmentbudgetpromotionmoneypenaltywork challengeexpertisefriendship

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

Covey’s Habit 5: Seek first to understand, then to be understood

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 assetsTools and techniques available to assist in managing project teams include:observation and conversation

project performance appraisals

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

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

A brief diversion into Management and Meetings

Project Management Managing Teams

Conducting Project MeetingsEstablishing Ground RulesManaging Subsequent MeetingsConducting Project MeetingsRelationship DecisionsPlanning DecisionsTracking DecisionsManaging Change Decisions

TimeDatePlaceWho must be thereMeeting goalsAgendaExpected outcomePreparation required

Recruiting Project MembersFactors affecting recruitingimportance of the project

management structure used to complete the projectHow to recruit? ask for volunteersWho to recruit?problem-solving ability

ambition, initiative, and energyFigure 11.32 Creating a High-Performance Project Team(Gray & Larson, 2006, p348)

Effective Use of MeetingsCo-location of team membersCreation of project team nameTeam ritualsEstablishing a Team Identity

Figure 11.4 Requirements for an Effective Project Vision(Gray & Larson, 2006, p357)

Problem IdentificationGenerating AlternativesReaching a DecisionFollow-upOrchestrating the Decision-Making Process

Rejuvenating the Project TeamInformal Techniquesinstitute 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 talkRejuvenating the Project TeamFormal Techniquesteam 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 teamChallenges of Managing Virtual Teams

Challenges of Managing Virtual TeamsDeveloping trustexchange of social informationset clear roles for each team member

Project Management Managing Teams

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