CVE 5074 Leading Construction Operations TEAM LEADERSHIP PART II – THE PROJECT TEAM.
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Transcript of CVE 5074 Leading Construction Operations TEAM LEADERSHIP PART II – THE PROJECT TEAM.
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CVE 5074 Leading Construction OperationsTEAM LEADERSHIP
PART II – THE PROJECT TEAM
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Remaining grades…
Book Report Notes = 200ptsLeadership Paper = 200pts(Option = Leadership Notebook = 200pts)
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ACEC*: What clients look for...
People skills - 34% - responsive, motivated, excited
Communication skills - 23% - issues, alternatives, involved
Ethical considerations - 15% - mutual respect, trust, honesty
Project specific skills - 17% - scope, scheduling, costing, etc.
Knowledge/experience - 6% - expertise
Budget experience - 5%
*ACEC - Peer review committeeAmerican Consulting Engineers Council
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Team solution cycle1. Define the problem2. Decide stakeholders3. Seek appropriate input4. Generate and evaluate alternatives5. Open discussion of alternatives6. Evaluate alternatives7. Select an alternative & communicate to
stakeholders8. Implement the plan9. Obtain feedback on progress &
acceptance10. Take corrective action
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Team Performance Curve
Pseudo TeamPseudo Team
Potential Potential TeamTeam
Real TeamReal Team
Hi-Performing TeamHi-Performing Team
Working Working GroupGroup
FormingForming
StormingStorming
NormingNorming
PerformingPerforming
AdjourningAdjourning
Team Effectiveness
Team
Perf
orm
an
ce
Tuckman & Jensen Model
Mourning
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Project Team Leadership Methods for leading teams
1) Leadership methods
a. Guidelines
b. Practical exercise
c. Active listening
d. Minority views
e. Value of diversity
2) Managing conflict
3) Team identity
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Team Leadership Methods
Project Manager - control Co-leadership - technical & process Rotating leaders
1. Enhance participation
2. Spread the workload
3. Balance the politics
Facilitated – neutral + prof. advice Ombudsman – avoid blind spots
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Steer team with questions
Prepare agenda and questions Seek “multiple solutions” Use “brainstorming” techniques Stay neutral and objective Step back and observe interaction Practice “active” listening Use neutral "ombudsman"
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Brainstorming for new ideas Employ a facilitator
Set time limits for subject areas Quantity vs. quality of ideas Avoid detail Refrain from judgment Capture all input Categorize & analyze after session
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Brainstorming Exercise
Take a minute to prep a list
Will go around the room to each
person for ideas
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Brainstorming Exercise
Problem statement:
What are some unique ways to use a common brick other than for building a wall?
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What is “active listening”
Keep an open mind Listen to understand vs. control Highlight divergent views/ideas Use questions to clarify views Explore new ideas in depth Involve group members
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Protect minority views
Protect minority views and opinions Deal respectfully with ideas Watch body language Watch non-verbal communications
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Value of Diverse Teams…
Systems approach Elimination of blind spots New views & methods Enhanced creativity Relation to problem complexity
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Conflict Management…
or…• Things don’t always go as planned
• How to manage poor quality or omissions
• How to manage arguments… peacefully
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What is conflict…
Any divergence of interest, objectives or priorities between parties working toward a common objective.
Any non-conformance to the set requirements or specifications of a task, activity or process
Conditions which create distrust or tension between parties to an agreement
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Types of conflict…
FunctionalExposes problems Better understanding
Reduces risk Evaluate alternatives
Integrates ideas Better solutions
Widens options Improved relations
DysfunctionalPersonal attacks Increases in time
Com is one way Parties entrenched
Incur costs Incur delays
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Danger signs = potential conflict
Overlapping objectives Overlapping of roles Simultaneous roles Unclear contract terms Hidden objectives
WBS!WBS!
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Conflict in Construction-1
Preconstruction Poor precon briefings/meetings
Lack of coordination of information
Client lack of experience
No consensus of subs
Participants lack authority to agree
Poor leadership or team dynamics
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Conflict in Construction-2
Design Design errors
Design omissions
Drawings & specs do not agree
Poor/no design guidance from owner
Slow/lacking approval from owner
Poor drawings
Poor leadership or team dynamics
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Conflict in Construction-3
Project Management Poor coordination of tasks & timing
Poor change control
Lack of agreement with owner
By-passing single point of contact
Internal politics on team(s)
Lack of loyalty
Poor leadership or team dynamics
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Conflict in Construction-4
Construction Operations Failure to meet design requirements
Poor quality of work
Poor RFI & change order control
Exceeding budget
Exceeding schedule
Operational obstacles
Materials don’t arrive on time
Poor leadership or team dynamics
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Conflict with clients…
Inexperienced clients Don’t understand the process
Have unreasonable expectations
Differing opinions due to professional bias
Dangerous if not cleared up
Solution is more information Educate the client
Emphasis on briefing process
Meetings with all professionals
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Client expectations & conflict
Experienced clients Generally ask more questions
Have more exacting requirements
Understand the risks
Able to negotiate options
May be more aggressive
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Model of conflict development
Differences of:IssuesPerspectivesUnderstandingsBeliefsGoalsValuesOpinions
Caused by:Int & Ext pressureEducation or trainingContract or legal issuesUnclear expectationsIncompatible behaviorPersonal dislikesLoyaltyLimited resourcesCompetition
Improved relations
Increased tension
Increased tension
Project Leadership
AA
BB
AA
BB
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Solution to functional conflict…
Dominating and competing
Place self before others
IDEAL SITUATION
Collaborating & integrating
Open participation, all benefit, win-win
Compromising
Both sides lose something
Avoiding and withdrawing
Lack of integration; don’t careObliging and accommodating
Giving-up to others
Hi concern for othersLevel of co-operation
Level of
assert
iven
ess
Stress high & long term
Stress avoided but long term stress high
Stress low but long term stress high
Initial stress highbut long term stress low
Hig
h c
on
cern
for
self
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Managing conflict
Conflict resolution is change Requires an open mind & flexibile approach
Ideal is an integrated solution
Project Manager is key to resolution
Open communications is essential
Early resolution is most cost effective
All parties must be equally satisfied
Contingencies used to fund changes
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Conflict resolution strategies…
1. Informal discussion
2. Formal recorded meetings
3. Negotiation – parties solve together
4. Expert determination – mediator hired by both
5. Adjudication – binding expert(s) decision; DRB
6. Arbitration – administrative trial; summary judge
7. Litigation – formal legal proceedings
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It follows therefore, that since conflict is one of man’s most serious trials… conflict resolution isessential to the perfection of man….
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Team identity
Icons Slogans; passwords; expressions Dress standards/uniforms Certificates Pins Networks
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Create team icons… Boilermaker certificate - Hanau
Top 5 Team hats- Hanau
Regional Village mugs - Atlanta
Engineer 2000 bags – Philadelphia
21st Century Team - STV
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Some I have used…
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Presentations Today
Jacques Cousteau Kristen Jones
The Big Thurst Ryan Carter
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Questions…
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Value of Diverse Teams…
Systems approach
Elimination of blind spots
New views & methods
Enhanced creativity
Relation to problem complexity
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Guidelines for Teamwork
Communications are key Bring talent to the team Play your position Diversity is an advantage Back up others Practice Help new teammates Prepare to sacrifice for the team