Post on 22-Nov-2014
Managing TeamsManaging TeamsSession 6Session 6
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development
4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
1. Effective Team Characteristics2. Why Join Teams?
3. Team Development
4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
A team
is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).(Horodyski, 1995).
Teamwork
is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization
Team-building
is high interaction among group members to increase trust and openness
Effective Team Characteristics
–1
–Project Team Size
–2
–Common Characteristics
Too small and too large…
Project teams of 5 to 12 members work best
There are problems you encounter as size increases
1. It gets more difficult to interact with and influence the group
2. Individuals get less satisfaction from their involvement in the team
3. People end up with less commitment to the team goals
4. It requires more centralized decision making
5. There is lesser feeling as being part of team
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
Balance is the key
Belbin
Characteristics of high performance team
Goals are clearly defined and matched with measurable outcomes
Accurate effective 2-way communication
Co-responsibility and participative leadership
Effective problem solving and decision making
Team identity and cohesiveness
Diversity and balance
Cooperation and collaboration
They share a common identity
1. Effective Team Characteristics
2. Why Join Teams?3. Team Development
4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
1. Individual reasons
2. Security
3. Status
4. Self-esteem
5. Affiliation
6. Power
7. Goal achievement
Why do teams work well for organizations?
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
Project teams usually come together for a project and then disband. What challenges does this create?
Project team
Tuckman (1960s) published five stage model of team development
Tuckman (1960s) published five stage model of team development
• 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.
Implications for teams
Punctuated Equilibrium Model
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
•(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
Training
Team building activities include physical challenges and psychological preference indicator tools
What is your suitability to Project Work?
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development
4. Keys to Managing People5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
• 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
• 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
Motivation Theorists– Maslow’s hierarch of needs
– Herzberg’s motivation-hygiene– McClelland’s acquired-needs
– McGregor’s X and Y
Maslow’s Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
• In the late 1960s Frederick Herzberg wrote about worker motivation.
• He distinguished between motivation factors and hygiene factors.
Hertzberg’s Motivation-Hygiene Theory
motivation factorsHelp motivate workers directly eg. achievement, recognition, work, responsibility
hygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions,
Hertzberg’s Motivation-Hygiene Theory
McGregor’s Theory X and Theory Y
• In the 1960’s Douglas McGregor popularized the human relations approach
• Theory X: workers dislike and avoid work
• Theory Y: work is as natural as play or rest
• Theory Z: emphasizing trust, quality, collective decision making, and cultural values
McGregor’s Theory X and Theory Y
McClelland’s Acquired-Needs Theory
(1961) David McClelland proposed an individual’s specific needs are acquired or learned over time and shaped by life experiences.
Categories:–achievement–affiliation–power
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development
4. Keys to Managing People
5. Managing Project Teams6. Project Team Conflict
7. Project Team Pitfalls
Project managers must lead their teams in performing various project activities
After assessing team performance and related information, the project 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 organizational process assets
Tools and techniques available to assist in managing project teams include:
observation and conversationproject performance appraisals
conflict managementissue logs
Don’t waste time
Establishing a Team Identity
Effective Use Effective Use of Meetingsof Meetings
Effective Use Effective Use of Meetingsof Meetings
Co-location of Co-location of team membersteam membersCo-location of Co-location of team membersteam members
Creation of project Creation of project team nameteam name
Creation of project Creation of project team nameteam name
Team ritualsTeam ritualsTeam ritualsTeam rituals
Look to each other for communication
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development
4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict7. Project Team Pitfalls
Managing Conflict in the Project Team
Managing Conflict in the Project Team
• Encouraging Functional Conflict– encourage dissent by asking
tough questions– bring in people with different
points of view– designate someone to be a
devil’s advocate– ask the team to consider an
alternative
• Encouraging Functional Conflict– encourage dissent by asking
tough questions– bring in people with different
points of view– designate someone to be a
devil’s 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
• Managing Dysfunctional Conflict
– mediate the conflict– arbitrate the conflict– control the conflict– accept the conflict– eliminate the conflict
1. Effective Team Characteristics
2. Why Join Teams?
3. Team Development
4. Keys to Managing People
5. Managing Project Teams
6. Project Team Conflict
7. Project Team Pitfalls
Figure 11.5 Conflict Intensity over the Project Life Cycle(Gray & Larson, 2006, p363)
GroupthinkGroupthink Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome
Team Spirit Becomes Team InfatuationGoing NativeGoing Native