Week 7 Managing Teams Erletshaqe

7/21/2019 Week 7 Managing Teams Erletshaqe

1/111

Project Management7. Managing Teams


2/111

Week 7


3/111

Our goal today is to develop and facilitate leadership, team building,

performance management, and conflict management skills in the

context of an IT environment


4/111

Main reference: Gray & Larson, 2006,

Ch 11.


5/111

Effective Team CharacteristicsWhy Join Teams?

Team Development

Keys to Managing People

Managing Project Teams

Project Team Conflict

Project Team Pitfalls


6/111

Effective Team Characteristics


7/111

What is a Team?


8/111

A team

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


9/111

is close cooperation between cross-trained employees whoare familiar with a wide range of jobs in their organization

Teamwork


10/111

Team-building

is high interaction among group members to increase trust and openness


11/111

Effective Team Characteristics

1

Project Team Size

2

Common Characteristics


12/111

Project Team Size

Performance is based on balance of members carrying out roles and meeting

social and emotional needs


13/111

Project teams of 5 to 12 members work best


14/111

There are

problems youencounter as size

increases


15/111

1. It gets more difficult to

interact with and

influence the group

2. Individuals get lesssatisfaction from their

involvement in the team

3. People end up with less

commitment to the teamgoals

4. It requires more

centralized decision

making

5. There is lesser feeling as

being part of team


16/111

Project Team Size

The Mythical Man-Month


17/111

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


18/111

Fred Brooks


Group Intercommunication Formula

n(n 1) / 2


19/111

Fred Brooks



n(n 1) / 2

Examples


20/111

Fred Brooks



n(n 1) / 2

Examples

5 developers -> 5(5 1) / 2 = 10

channels of communication


21/111

Fred Brooks



n(n 1) / 2

Examples

5 developers -> 5(5 1) / 2 = 10


10 developers -> 10(10 1) / 2 = 45



22/111

Fred Brooks



n(n 1) / 2

Examples

5 developers -> 5(5 1) / 2 = 10


10 developers -> 10(10 1) / 2 = 45


50 developers -> 50(50 1) / 2 =

1225 channels of communication


23/111

Common Characteristics of High Performing Teams


24/111

Goals are clearly defined and matched with

measurable outcomes


25/111

Accurate effective 2-way communication


26/111

Leadership is shared and participation encouraged


27/111

Effective decision making and problem solving


28/111

Team identity and cohesiveness


29/111

Diverse backgrounds and experience


30/111

Cooperation and collaboration


31/111

They share a common identity


32/111

Figure 1 Characteristics or needs of effective teams

(Horodyski, 1995, p12)


33/111

Why Join Teams?


34/111

Why do people want to join teams?


35/111

Individual reasons

Security

Status

Self-esteem

Affiliation

Power

Goal achievement


36/111

Why do teams work well for organizations?


37/111

Team Development


38/111

Project teams usually come together for a project

and then disband. What challenges does this

create?

Project team


39/111

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


40/111

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


41/111

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


42/111

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 owndevelopment.

It stresses the importance of the norming phase which contributes to

the level of productivity.


43/111

Recent studies suggest that there is no standardized pattern of group

development. What do you think about Tuckmans model?Does it feel right to you?

Punctuated Equilibrium Model
http://findarticles.com/p/articles/mi_m4256/is_n2_v23/ai_19498953http://findarticles.com/p/articles/mi_m4256/is_n2_v23/ai_19498953


44/111

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 project

By imposing a series of deadlines, with milestones, it is possible to create

multiple transition points for natural group development


45/111

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


46/111

Training can help people

understand themselves and each

other, and understand how towork better in teams.

Training

The main goal of team

development is to help

people work together more

effectively to improveproject performance.


47/111

Team building activities include physical challenges and psychological

preference indicator tools


48/111

MBTI

What are you?


49/111

extrovert introvert

sensation intuition

thinking feeling

judgement perception

e

s

t

j

i

n

f

p


50/111

extrovert introvert

sensation intuition

thinking feeling


e

s

t

j

i

n

f

p

e

n

t

j

me


51/111

NTs are attracted to technology fields

There is a belief that IT people differ from population in a tendency to not be

extroverted or sensing.

extrovert introvert

sensation intuition

thinking feeling


e

s

t

j

i

n

f

p

n

i


52/111

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?
http://www.maxwideman.com/papers/profiles/profiles.pdfhttp://www.maxwideman.com/papers/profiles/profiles.pdf


53/111

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 o f people?

htt ://www.maxwideman.com/ a ers/ rofiles/ rofiles. df .

Another model


54/111

Social Styles Profile

People are perceived as behaving primarily

in one of four zones, based on their

assertiveness and responsiveness

Asser

tiveness

Responsiveness

Another model


55/111

Analytical Driver

Amiable Expressive

Respo

nsiveness

AssertivenessAsk Tell

People

Task


56/111

Reward and Recognition Systems

Team-based reward and recognition systems can promote teamwork

Focus on rewarding teams for achieving specific goals

Allow time for team members to mentor and help each other to meet

project goals and develop human resources


57/111

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


58/111

Reward and Recognition Systems contd

Recognize individual performance?

letters of commendation

public recognition for outstanding work

desirable job assignments

increased personal flexibility

Team Development contd


59/111

Keys to Managing People


60/111

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

Motivation


61/111

Intrinsic motivation causes people to

participate in an activity for their

own enjoyment

eg. read, gardening

Extrinsic motivation causes people to

do something for a reward or to

avoid a penalty

eg. homework


62/111

Motivation Theorists

Maslows hierarch of needs

Herzbergs motivation-hygiene

McClellands acquired-needs

McGregors X and Y


63/111

Maslows Hierarchy of Needs

(1960s) Abraham Maslow developed a

hierarchy of needs to illustrate his theory

that peoples behaviors are guided by a

sequence of needs

Maslow argued that humans possess unique

qualities that enable them to make

independent choices, thus giving them

control of their destiny


64/111

Maslows Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/


65/111

Hertzbergs Motivation-Hygiene

Theory

In the late 1960s Frederick Herzberg wroteabout worker motivation.

He distinguished between motivation factors

and hygiene factors.

motivation factors

Help motivate workers

directlyeg. achievement,

recognition, work,

responsibility

hygiene factors

cause dissatisfaction if

absent but do notmotivate,

eg. Money, working

conditions,


66/111

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


67/111

(Robbins et al, 1998, p221)


68/111

McClellands Acquired-Needs

Theory

(1961) David McClelland proposed an

individuals specific needs are acquired or

learned over time and shaped by life

experiences.

Categories:

achievement

affiliation

power


69/111

McGregors Theory X and

Theory Y

In the 1960s Douglas McGregor popularized

the human relations approach

Theory X: workers dislike and avoid workTheory Y: work is as natural as play or rest

Theory Z: emphasizing trust, quality,

collective decision making, and cultural

values


70/111

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


71/111

Thamhain and Wilemons

influence bases

(1970s) HJ Thamhain and DL Wilemon

identified nine influence bases available

to project managers

1. authority

2. assignment3. budget

4. promotion

5. money

6. penalty

7. work challenge8. expertise

9. friendship


72/111

Steven Coveys 7 habits

Ca be applied to improve effectivenesson projects

1. Be proactive

2. Begin with the end in mind3. Put first things first

4. Think win/win

5. Seek first to understand, then to

be understood

6. Synergize

7. Sharpen the saw


73/111

Coveys Habit 5: Seek first to understand, then to be understood


74/111

Managing Project Teams


75/111

Project managers must lead their teams in performing various project

activities

After assessing team performance and related information, the project


76/111

g p , p j

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 organizationalprocess assets

T l d t h i il bl t i t i i j t t


77/111

Tools and techniques available to assist in managing project teams

include:

observation and conversation

project performance appraisals

conflict management

issue logs


78/111

Develop your team


79/111

Be patient and kind with your team

Fix the problem instead of blaming people

Establish regular, effective meetingsAllow time for teams to go through the basic team-building stages

Limit the size of work teams to five to twelve members

Plan some social activities to help project team members and other

stakeholders

Stress team identity

Nurture team members and encourage them to help each other

Take additional actions to work with virtual team members

Develop your team

Know the conditions favorable for


80/111

Voluntary team membership

Continuous service on the team

Full-time assignment to the team

An organization culture of cooperation and trust

Members report only to the project manager

Functional areas are represented on the team

The project has a compelling objectiveMembers are in speaking distance of each other

Know the conditions favorable for

development of high performing teams


81/111

Meetings?


82/111

A brief diversion into Management and Meetings


83/111


84/111


85/111


86/111


87/111

Dont waste my time

C d ti P j t M ti


88/111

Conducting Project Meetings

ConductingProjectMeetings

Establishing

Ground Rules

Planning

Decisions

Tracking

Decisions

Managing

Change

Decisions

Relationship

Decisions

Managing

Subsequent

Meetings


89/111

TimeDate

Place

Who must be there

Meeting goalsAgenda

Expected outcome

Preparation required

Recruiting Project Members


90/111

Factors affecting recruiting

importance of the project

management structure used to complete the project

How to recruit?

ask for volunteers

Who to recruit?

problem-solving ability

availability

technological expertise credibility

political connections

ambition, initiative, and energy

Recruiting Project Members


91/111

Figure 11.32 Creating a High-Performance Project Team(Gray & Larson, 2006, p348)


92/111

Establishing a Team Identity

Effective Useof Meetings

Co-location of

team members

Creation of project

team name

Team rituals


93/111

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


94/111

Orchestrating the Decision-Making

Process

Problem

Identification

Generating

Alternatives

Reaching aDecision

Follow-up

Rejuvenating the Project Team


95/111


Informal Techniques

institute new rituals

take an off-site break as a team

from the project

view an inspiration message ormovie

have the project sponsor give a

pep talk



96/111


Formal Techniques

team 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 team

Challenges of Managing Virtual Teams


97/111



98/111

Developing trust

exchange of social information

set clear roles for each team member



99/111

Developing effective patterns of communication

include face-to-face if at all possible

keep team members informed on how the overallproject is going

dont let team members vanish

establish a code of conduct to avoid delays

establish clear norms and protocols for surfacing

assumptions and conflicts


100/111

Figure 11.6 24-Hour Global Clock(Gray & Larson, 2006, p369)


101/111

Project Team Conflict

Managing Conflict in the Project Team


102/111




103/111


Encouraging Functional Conflict

encourage dissent by asking

tough questions

bring in people with different

points of view designate someone to be a

devils advocate

ask the team to consider an

alternative



104/111


Encouraging Functional Conflict

encourage dissent by asking

tough questions

bring in people with different

points of view designate someone to be a

devils advocate

ask the team to consider an

alternative

Managing Dysfunctional Conflict

mediate the conflict

arbitrate the conflict

control the conflict

accept the conflict eliminate the conflict


105/111



106/111

Figure 11.5 Conflict Intensity over the Project Life Cycle(Gray & Larson, 2006, p363)



107/111


GroupthinkBureaucratic

Bypass Syndrome

Team Spirit BecomesTeam Infatuation

Going Native

Review


108/111

Review

1. Effective teams have common characteristics such as; size range,

purpose, communication, leadership, cohesiveness, identity,

diversity, and cooperation.

2. Traditional research suggests teams develop in 5-stage process;

forming, storming, norming, performing, and adjourning. Modern

approach indicates growth occurs at project transition points.

3. Team development can be facilitated through training,personality indicators, social styles profiles, and reward systems.

4. PMs can utilize people handling strategies from motivation

theorists and other theorists such as; Maslow, Hertzberg,

McClelland, McGregor and Covey

5. Other areas of importance include; recruitment, maintenance,and conflict management of project teams.

References


109/111

References

Horodyski, 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


110/111

www.dualibra.com

Title page pic care of atomicShed & CC @ Flickr

keylosa h i jf h di t ti d ji i f t ki i k t M li g i g C kk+
http://www.flickr.com/photos/atomicshed/http://www.flickr.com/photos/atomicshed/http://flickr.com/photos/keylosa/http://flickr.com/photos/chrisjfry/http://flickr.com/photos/e-chan/http://flickr.com/photos/sharynmorrow/http://flickr.com/photos/psd/http://flickr.com/photos/jiscinfonet/http://flickr.com/photos/kimncris/http://flickr.com/photos/monkeyc/http://flickr.com/photos/malingering/http://flickr.com/photos/cayusa/http://flickr.com/photos/kk/http://flickr.com/photos/kk/http://flickr.com/photos/cayusa/http://flickr.com/photos/malingering/http://flickr.com/photos/monkeyc/http://flickr.com/photos/kimncris/http://flickr.com/photos/jiscinfonet/http://flickr.com/photos/psd/http://flickr.com/photos/sharynmorrow/http://flickr.com/photos/e-chan/http://flickr.com/photos/e-chan/http://flickr.com/photos/e-chan/http://flickr.com/photos/chrisjfry/http://flickr.com/photos/keylosa/


111/111

keylosa chrisjfry e-chan massdistraction psd jisc_infonet

WoodleyWonder

works nattu . SantiMB .SSCusp Gaetan Lee prawnpie

kimncris

Rhett Redelings

monkeyc.net

meggerss

Malingering

laffy4k

Cayusa

judge_mental

kk+

*mangu*

wanders by

mistake...obo-bobolina lyk3_0n3_tym3

atomicShed

ittybittiesforyou jsgraphicdesignDunechaser prawnpie gnackgna

ckgnacklhuiz yuan2003Inky Bob

brycej
http://flickr.com/photos/keylosa/http://flickr.com/photos/chrisjfry/http://flickr.com/photos/e-chan/http://flickr.com/photos/sharynmorrow/http://flickr.com/photos/psd/http://flickr.com/photos/jiscinfonet/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/nattu/http://flickr.com/photos/smb_flickr/http://flickr.com/photos/sscusp/http://flickr.com/photos/gaetanlee/http://www.flickr.com/photos/prawnpie/http://flickr.com/photos/kimncris/http://flickr.com/photos/rhettredelings/http://flickr.com/photos/monkeyc/http://flickr.com/photos/meggers/http://flickr.com/photos/malingering/http://flickr.com/photos/laffy4k/http://flickr.com/photos/cayusa/http://flickr.com/photos/luqi/http://flickr.com/photos/kk/http://flickr.com/photos/laburbuja/http://flickr.com/photos/laburbuja/http://flickr.com/photos/laburbuja/http://flickr.com/photos/obo-bobolina/http://www.flickr.com/photos/23397962@N02/http://www.flickr.com/photos/atomicshed/http://www.flickr.com/photos/ittybittiesforyou/http://www.flickr.com/photos/jsgraphicdesign/http://www.flickr.com/photos/dunechaser/http://www.flickr.com/photos/prawnpie/http://flickr.com/photos/gnackgnackgnack/http://flickr.com/photos/gnackgnackgnack/http://flickr.com/photos/lennarthuizing/http://flickr.com/photos/yuan2003/http://flickr.com/photos/inkybob/http://flickr.com/photos/brycej/http://flickr.com/photos/brycej/http://flickr.com/photos/inkybob/http://flickr.com/photos/yuan2003/http://flickr.com/photos/lennarthuizing/http://flickr.com/photos/gnackgnackgnack/http://flickr.com/photos/gnackgnackgnack/http://www.flickr.com/photos/prawnpie/http://www.flickr.com/photos/dunechaser/http://www.flickr.com/photos/jsgraphicdesign/http://www.flickr.com/photos/ittybittiesforyou/http://www.flickr.com/photos/atomicshed/http://www.flickr.com/photos/23397962@N02/http://flickr.com/photos/obo-bobolina/http://flickr.com/photos/obo-bobolina/http://flickr.com/photos/obo-bobolina/http://flickr.com/photos/laburbuja/http://flickr.com/photos/laburbuja/http://flickr.com/photos/laburbuja/http://flickr.com/photos/kk/http://flickr.com/photos/luqi/http://flickr.com/photos/cayusa/http://flickr.com/photos/laffy4k/http://flickr.com/photos/malingering/http://flickr.com/photos/meggers/http://flickr.com/photos/monkeyc/http://flickr.com/photos/rhettredelings/http://flickr.com/photos/kimncris/http://www.flickr.com/photos/prawnpie/http://flickr.com/photos/gaetanlee/http://flickr.com/photos/sscusp/http://flickr.com/photos/smb_flickr/http://flickr.com/photos/nattu/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/wwworks/http://flickr.com/photos/jiscinfonet/http://flickr.com/photos/psd/http://flickr.com/photos/sharynmorrow/http://flickr.com/photos/e-chan/http://flickr.com/photos/e-chan/http://flickr.com/photos/e-chan/http://flickr.com/photos/chrisjfry/http://flickr.com/photos/keylosa/

Week 7 Managing Teams Erletshaqe

Documents

Transcript of Week 7 Managing Teams Erletshaqe