1. Project Management7. Managing Teams

2. Week 7

3. 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. Main reference: Gray & Larson, 2006, Ch 11.

5. Effective Team Characteristics Why Join Teams? Team Development Keys to Managing People Managing Project Teams Project Team Conflict Project Team Pitfalls

6. Effective Team Characteristics

7. What is a Team?

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

9. Teamwork is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization

10. Team-building is high interaction among group members to increase trust and openness

11. Effective Team Characteristics 1 Project Team Size 2 Common Characteristics

12. Project Team Size Performance is based on balance of members carrying out roles and meeting social and emotional needs

13. Project teams of 5 to 12 members work best

14. There are problems you encounter as size increases

15. It gets more difficult to interact with and influence the group Individuals get less satisfaction from their involvement in the team People end up with less commitment to the team goals It requires more centralized decision making There is lesser feeling as being part of team

16. Project Team Size The Mythical Man-Month

17. 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. Group Intercommunication Formula n(n − 1) / 2 Fred Brooks The Mythical Man-Month

19. Group Intercommunication Formula n(n − 1) / 2 Examples Fred Brooks The Mythical Man-Month

20. Group Intercommunication Formula n(n − 1) / 2 Examples 5 developers -> 5(5 − 1) / 2 = 10 channels of communication Fred Brooks The Mythical Man-Month

21. Group Intercommunication Formula n(n − 1) / 2 Examples 5 developers -> 5(5 − 1) / 2 = 10 channels of communication 10 developers -> 10(10 − 1) / 2 = 45 channels of communication Fred Brooks The Mythical Man-Month

22. Group Intercommunication Formula n(n − 1) / 2 Examples 5 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 Brooks The Mythical Man-Month

23. Common Characteristics of High Performing Teams

24. Goals are clearly defined and matched with measurable outcomes

25. Accurate effective 2-way communication

26. Leadership is shared and participation encouraged

27. Effective decision making and problem solving

28. Team identity and cohesiveness

29. Diverse backgrounds and experience

30. Cooperation and collaboration

31. They share a common identity

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

33. Why Join Teams?

34. Why do people want to join teams?

35. Individual reasons Security Status Self-esteem Affiliation Power Goal achievement

36. Why do teams work well for organizations?

37. Team Development

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

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

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

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

42. 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.

43. 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?

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

46. Training The 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.

47. Team building activities include physical challengesand psychological preference indicator tools

48. MBTI What are you?

49. extrovert introvert e i sensation intuition s n thinking feeling t f judgement perception j p

50. extrovert introvert e e i sensation intuition s n n thinking feeling t f t judgement perception j j p me

51. extrovert introvert e i i sensation intuition s n n thinking feeling t f judgement perception j p 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.

52. 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

53. 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 ).

54. Another model Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness Assertiveness Responsiveness

55. Another model Analytical Driver Task Responsiveness Amiable Expressive People Assertiveness Ask Tell

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

58. Reward and Recognition Systems cont’d… Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility Team Developmentcont’d…

59. Keys to Managing People

60. 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

61. Motivation 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

63. Herzberg’s motivation-hygiene

64. McClelland’s acquired-needs

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

67. Hertzberg’s Motivation-Hygiene Theory In the late 1960s Frederick Herzberg wrote about worker motivation. He distinguished between motivation factors and hygiene factors. hygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions, motivation factors Help motivate workers directly eg. achievement, recognition, work, responsibility

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

69. (Robbins et al, 1998, p221)

71. affiliation

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

74. Thamhain and Wilemon’s influence bases (1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authority assignment budget promotion money penalty work challenge expertise friendship

75. Steven Covey’s 7 habits Ca be applied to improve effectiveness on projects Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw

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

77. Managing Project Teams

78. Project managers must lead their teams in performing various project activities

80. if corrective or preventive actions should be recommended

82. project performance appraisals

83. conflict management

85. Develop your team Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow 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

86. 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 objective Members are in speaking distance of each other Know the conditions favorable for development of high performing teams

87. Meetings?

88. A brief diversion into Management and Meetings

93. Don’t waste my time

94. Conducting Project Meetings Establishing Ground Rules Managing Subsequent Meetings Conducting Project Meetings Relationship Decisions Planning Decisions Tracking Decisions Managing Change Decisions

95. Time Date Place Who must be there Meeting goals Agenda Expected outcome Preparation required

98. availability

99. technological expertise

100. credibility

101. political connections

103. Effective Use of Meetings Co-location of team members Creation of project team name Team rituals Establishing a Team Identity

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

105. Problem Identification Generating Alternatives Reaching a Decision Follow-up Orchestrating the Decision-Making Process

107. take an off-site break as a team from the project

108. view an inspiration message or movie

111. Challenges of Managing Virtual Teams Developing trust exchange of social information set clear roles for each team member

112. Challenges of Managing Virtual Teams Developing effective patterns of communication include face-to-face if at all possible keep team members informed on how the overall project is going don’t let team members vanish establish a code of conduct to avoid delays establish clear norms and protocols for surfacing assumptions and conflicts

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

114. Project Team Conflict

115. Managing Conflict in the Project Team

117. bring in people with different points of view

118. designate someone to be a devil’s advocate

120. bring in people with different points of view

121. designate someone to be a devil’s advocate

123. arbitrate the conflict

124. control the conflict

125. accept the conflict

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

128. Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Team Spirit Becomes Team Infatuation Going Native

129. Review Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems. PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey … Other areas of importance include; recruitment, maintenance, and conflict management of project teams.

130. 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

131. BetterProjects.net Title page pic care of atomicShed & CC @ Flickr

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