Training Session on Team Management -...

Marie Curie Initial Training Network High Performance Computing in Finance

1st Kick-off Meeting Aarhus University

Training Session on Team Management

The Bridge. From Well-built Projects to Markets 21.1.2013

Company Confidential – bgator Ltd 2

Speaker

Mr. Pietari Kauttu (M. Sc. Econ., PMP) -  Founding Partner in bgator Ltd

-  Training & consulting on R&D field management and on fund raising, project ramp-up, commercialization & dissemination

-  Industry Liaison Officer in Big Science field -  CERN, ESO, ESRF, FAIR -  Help Finnish Industry to collaborate with science centers

-  The Big Science Activation project is coordinated by the Finnish Funding Agency for Technology and Innovation and the work is carried out in close collaboration with Helsinki Institute of Physics

-  EC R&D Project Evaluator


bgator Ltd

•  team of experts, providing: -  support in (EU) project preparation -  strategic consulting in (EU) funding -  project management services -  innovation development services -  co-entrepreneurship services in business development

•  bgator's customers range from international research organizations to small SMEs


Outline of the presentation

•  Organizational Context for Team Work •  What is a team

–  Types of teams –  Team roles and responsibilities –  Team needs

•  Cases •  Reality bites •  Teams or no teams

–  Challenges –  Best practices

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Matrix -Weak

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Matrix -Balanced

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Matrix -Strong

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Projectized Organization


Example from ESO

Company Confidential – bgator Ltd

Influence of the organization type

© EuroPM


Influence of the organization type

•  The more complex organization structure there is behind your project team, the more importance there is for a good management support for your team!

•  Seek for management’s –  Commitment vis-à-vis your team –  Clearly defined resourcing to avoid problems with functional

managers –  Clearly defined authority for the project team leader

•  Do your best to get these points to be (preferably formally) communicated to the rest of the organization!


What is a team

•  Shared work product •  Tasks are interdependent •  Shared responsibility for output and results •  Commitment to work together •  Members collectively manage their relationship

across organizational boundaries


Team Roles and Responsibilities 1/2

•  Team members –  Contribution to the project –  Communication, sharing knowledge and expertise –  Carrying out assignments –  Changing and adjusting their actions accordingly

•  Team leaders –  Contact point of communication –  Management or supervision –  General responsibility and coordination of the team activities


Team Roles and Responsibilities 2/2

•  Coaches –  Support and help in specified task –  Guiding and encouraging

•  Sponsors –  Creating the authority for the team to exist –  Identifying improvements –  Revision –  Support –  Final responsibility, authority and accountability for the effort

•  Financial Certifier –  Creating budget


Team Needs to have

•  Understanding of the aim and purpose of their work

•  Connection to other stakeholders •  Understanding of how work will proceed and

how the team will accomplish its tasks •  Common set of values, ethics, and working

methods


Benefits of teams in research (Wuchty et al., 2007)

•  Research is increasingly done in teams across nearly all fields.

•  Superior quantity and quality. Teams –  produce more knowledge than individuals. –  typically produce more frequently cited research than solo authors do. –  produce the exceptionally high impact research, even where that distinction

was once the domain of solo authors.

•  Applies on all studied domains: sciences and engineering, social sciences, arts and humanities, and patents

•  Thus, the process of knowledge creation has fundamentally changed.


If the work is made together, it probably

(a) gets done faster,

(b) takes longer to finish, or (c) does not get done

?

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A study: Groups That Work (And Those That Don’t) Hackman, J. R. (Ed.). (1990).

•  33 different work groups or teams of all kinds •  Only 4 of them were actually effective teams •  For the rest, analysis what has gone wrong •  Besides, the book took 9 years to be completed


Findings: Some common fallacies

•  Teams make us more creative and productive. •  Teams are the best way to get things done. •  Bigger is better. •  Teams that have been together a long time

become stale.

Hackman, J. R. (Ed.). (1990). Groups that work (and those that don’t). San Francisco: Jossey-Bass.


In reality

•  Teams underperform despite all their extra resources •  Most of the time members don't agree on what the

team is supposed to be doing or even on who is on the team.

•  As a team grows, the effort needed to manage links between members increases almost exponentially.

•  New teams make 50% more mistakes than established teams

•  Leaders can't make a team do well. •  Having a team is often worse than having no team at

all! Hackman, J. R. (Ed.). (1990).


Communication Channels

Company Confidential – bgator Ltd

4 Persons, 6 Channels…

Person 1

Person 2

Person 3

Person 4


Sources of conflicts

•  Too individual players (strong characters) •  Competition and rivalry among the team members •  Mismatch between requirements and resources •  Resource allocation conflicts •  Lack of common ground and aims •  Misunderstandings, differences in communication

styles •  Division into subgroups and factions, taking sides


Group productivity (Steiner, 1972)

AP = PP – PL

Where actual productivity of a group

equals its potential minus process losses.


Mistakes managers do

1.  Use a team for work that is better done by individuals 2.  Call the performing unit a team but really manage

members as individuals 3.  Fall off the authority balance beam 4.  Dismantle existing organizational structures so that

teams will be fully “empowered” to accomplish the work 5.  Specify challenging team objectives, but skimp on

organizational supports 6.  Assume that members already have all the skills they

need to work well as a team

Hackman, J. R. (Ed.). (1990)


How to overcome these challenges?

•  Gatekeeping: –  Well defined teams and keeping them small (fewer than 10

members), –  Keep some individuals out

•  Compelling direction for the team –  Clear roles –  Efficient communication practices

•  Every team needs a deviant •  Discipline about how a team is set up and managed

–  the right support systems, and –  providing coaching in group processes.

Hackman, J. R. (Ed.). (1990)


Sources of strength

•  Diversity and heterogeneity (gender, age, discipline, place of origin)

•  Commitment •  Appreciation •  Trust •  Enjoying what you do


References and further reading 1/2

•  Barrick, MR, Stewart, GL, Neubert MJ and Mount MK (1998) Relating Member Ability and Personality to Work-Team Processes and Team Effectiveness. Journal of Applied Psychology Vol. 83. No. 3, pp. 377-391

•  Bentley, W., Davis PT. (2010) Lean Six Sigma Secrets for the CIO. Boca Raton: CRC Press, Taylor & Francis Group

•  Ćetković, J., Knežević, M., Nenezić, M. (2012) Virtual Organizations in Telecommunications Industry – Case of Montenegrin Company. Facta Universtatis, Series: Economics and Organization Vol. 2, pp. 215 –240

•  Crossman, A and Lee-Kelley, L (2004) Trust, commitment and team working: the paradox of virtual organizations. Global Networks, Vol. 4 (4), pp. 375–390,

•  Daft, RL (2008) Organization Theory and Design. 9th ed. Mason: Cengage Learning. ftp://217.219.170.14/Industrial%20Group/Afshari/ORG/ORG_eBook/OTAD_9ed_cases.pdf

•  Drucker, PF (1988) The Coming of The New Organization. Harvard Business Review, January-February. http://home.base.be/vt6195217/neworganization.pdf


References and further reading 2/2

•  Hadyn I. and Desombre, T. (1999) Teamwork: comparing academic and practitioners’ perceptions. Team Performance Management, Vol. 5 (1), pp.16 - 22

•  Hackman, JR. (Ed.) (1990) Groups that work (and those that don’t). San Francisco: Jossey-Bass.

•  Source: Steiner, ID (1972) Group process and productivity. New York: Academic Press •  Sydänmaanlakka, P (2003) Intelligent leadership and leadership competencies : developing a

leadership framework for intelligent organizations. Helsinkin University of Technology. https://aaltodoc.aalto.fi/bitstream/handle/123456789/2042/isbn9512263602.pdf?sequence=1

•  Wiersema, MF and Bantel, KA (1992) Top Management Team Demography and Corporate Strategic Change. The Academy of Management Journal, Vol. 35, No. 1, pp. 91-121

•  Wuchty. S, et al. (2007) The Increasing Dominance of Teams in Production of Knowledge. Science 316, 1036. http://danachandler.com/blog/wp-content/uploads/2010/10/1036.pdf

•  Team Management Systems Online Article Resources:http://www.tms.com.au/tms10.html

•  Harvard Business School topics: http://hbswk.hbs.edu/topics/managingteams.html

Contact Details

Mr. Pietari Kauttu [email protected]

+358 9 231 65 221 www.bgator.com


Training Session on Team Management -...

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