MANAGING PROJECT TEAMS

GROUP MEMBERS

Um-e-Laila 2009-CS-43 Fareeha Shahid 2009-CS-03 Neelam Dawood 2009-CS-04

OUTLINE The five stage team development model Situational factors affecting team development Building high performance project teams Manging virtual project teams Project team pitfall

INTRODUCTION

Synergy
y y

1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy)

Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus

Characteristics of High-performing Teams

Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team

THE 5 STAGES OF TEAM DEVELOPMENT

CONDITIONS FAVOURABLE TO THE

DEVELOPMENT OF HIGH PERFORMANCE PROJECT TEAMS

Ten or fewer team members 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 All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other

BUILDING HIGH PERFORMANCE PROJECT

TEAMS

RECRUITING TEAM MEMBERS

The two important factors affecting recruitment are 1. Importance of project 2. Management structure being used to complete the project The Some other factors are : 1. problem solving technique 2. Availability 3. Technological expertise 4. Credibility 5. Political connections 6. Ambition, energy

CONDUCTING PROJECT MEETINGS

The First Project Team Meeting Three objectives: Provide overview of project (scope, goals, schedule, methods, procedures) Team member interpersonal concerns How is the team going to work together to complete the project is the team going to work together to complete the project

CONDUCTING PROJECT MEETINGS

Establishing ground rules : o Establish ground rules how the team will work Some of the procedures are : o Planning decisions
1. How will the project plan be evolved? 2. What tools will be used to support the project?

Tracking decisions 1. How will progress be assessed? 2. At what level of detail will the project be assessd

CONDUCTING PROJECT MEETINGS

o

Managing change decisions

1. How will changes be instituted? 2. How will plan changes be documented and evaluated?

Relationship decisions : 1. What department or organisation will the team need to interact with during the project? 2. How will the team members communicate among themselves?

CREATE A SHARED VISION

What do we want to create? Can be a slogan, symbol, or statement Vision Vision building meetings building meetings A vision: Inspires members to give their best effort Unites a diverse group of professionals with individual agendas Fosters long-term commitment 4 essential qualities of a vision: Must be able to be communicated Must challenge, but also be realistic PM must believe the vision Must be a source of inspiration to others

MANAGING PROJECT REWARD SYSTEMS

Project work is a team effort Group Rewards are good, tough to distinguish the dd d i di id l C di t t f t it eserved individuals. Can distract from team unity. Reward system should encourage teamwork Link reward to project priorities Cash rewards are nice, but usually go to pay bills How How does an all expense paid 4 day vacation to Disney does an all expense paid 4 day vacation to Disney world for the family sound? (includes time off) Can use negative reinforcement (sunrise meetings)

MANAGING PROJECT REWARD SYSTEM

Not all individual awards are bad. Can be used to signal out extraordinary effort Motivation and recognition Letters of commendation (to the supervisor and personnel files) Public recognition for outstanding work (perhaps in the status review meeting) Desirable job assignments (need to know team member preferences) Increased personal flexibility (work at home when child is sick)

ORCHESTRATING THE DECISION MAKING

PROCESS

Some problems can be solved though informal Hows it going? Some Some require collaboration Use group decision making require collaboration. Use group decision making techniques PM is facilitator, not decision maker. Decision is made by consensus 4 steps in facilitating group decision making 1. Problem identification: Explore where project is now, where it needs to be. Do not give choices of solutions 2. GG t lt ti enerate alternatives: BB i t t d d bi id rainstorm, extend and combine ideas. Anything goes here 3. Reaching a decision: Set criteria for evaluation (evaluation, cost, etc. and evaluate. Provide periodic summaries. Control conflict. 4. Follow up: Lessons learned

MANAGING CONFLICT WITHIN THE

PROJECT TEAM

Most conflicts involve priorities, administrative procedures, schedule, or resources Functional conflict: feelings aside does it improve the conflict: feelings aside, does it improve the project status? Encouraging Functional Conflict Encourage dissent by asking tough questions, question rationale Bring in people with different points of view to critical meetings Designate someone to be a devils advocate. Avoid Avoid acting defensivel acting defensivelyy encourage critical debate , encourage critical debate Model appropriate responses within disagreements You dont need more yes-men (or yes-women)

MANAGING CONFLICT WITHIN THE

PROJECT TEAM

Dysfunctional Conflict: Does it contribute to project performance? Managing Dysfunctional Conflict Mediate the conflict (find common ground) Arbitrate the conflict PM imposes a solution, everyone must save face Give a solution that neither party likes and allow the conflicting parties to come up with a better solution Control the conflict (smooth over differences, use humor) Accept the conflict Eliminate the conflict

REJUVENATING THE PROJECT TEAM

Team drifts off course, loses momentum Informal Techniques Institute Institute new rituals 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 talk Create a challenge Formal Techniques Hold Hold a team building session facilitated by an outsider to clarify a 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 Whitewater rafting, rock climbing

MANAGING VIRTUAL PROJECT TEAMS

Geographically dispersed team Internet, email helps Challenges: Developing trust (did they do what they said they would do?) Grows though reliability, consistency, and responsiveness Exchange of social information Set clear roles for each team member

MANAGING VIRTUAL PROJECT TEAMS

Developing effective patterns of communication (cant have a beer together) Include face-to-face if at all possible Initial meeting in person with social-building activities Keep team members informed on how the overall project is going Central online depository of status information Dont let team members vanish Internet-based scheduling software Establish a code of conduct to avoid delays How and when to share information as well as respond Distinguish between critical and long-term responses Establish clear norms and protocols for surfacing assumptions and conflicts Cant watch body language Probe deeper in the virtual world

PROJECT TEAM PITFALLS

Groupthink Highly cohesive group members lose their critical evaluative capabilities Pressures of conformity / illusion of invincibility Result: quick decisions with little discussion Bureaucratic Bypass Syndrome Ability to bypass normal protocols Results in further rejection of bureaucratic policies and procedures Team Spirit Becomes Team Infatuation Unhealthy g p p p j y degree of preoccupation with team and project success Burnt bridges, burn-out Going Native Customers interest take precedence over the parent organizations interests Leads to scope creep, corporate policy defiance