1

Enhancing the Effectiveness of Project Teams

The Norwegian Center for Project Management

George F. Jergeas PEng, PhD

Professor of Project ManagementUniversity of Calgary, Canada

jergeas@ucalgary.ca

November 30, 2010

2

Agenda

• Introduction• Team Building• Tailored Training• Management Coaching• Project Auditing Support• Dispute Management

3

Introduction

Right PM + Right Team = Success

4

A More Effective Model

• Evolutionary Model of research and best practices–To influence success–To enhance lessons learned

• Tested on 50 projects • Simplicity and higher performance

potential

5

The Model

• Forges common goals and objectives and establishes working relationships

• Create an environment of trust and teamwork • Foster a cooperative bond, and facilitate the

successful completion of the project• Create mechanisms to sustain and expand

collaboration.

6

Components of the Model

1. Team Building

2. Tailored Training

3. Management Coaching

4. Project Auditing Support

5. Dispute Management

7

Team Building

A structured management approach for transforming contractual

relationships into a cohesive, co-operative project team with common goals and established procedures for

resolving issues or disputes in a timely manner.

8

1. Team Building

A. Common Vision

B. Performance Evaluation (Health Check)

C. Issue Resolution Mechanism

D. Ground Rules

E. Roles/responsibilities and contract Administration

9

A. Common Vision

• Project Common Goal• Project Scope• Project Milestones• Success Criteria• Critical Success Factors• Assumptions and Risks• Project Organization and Lines of Communications• Stakeholders

10

We, the NE LRT Extension Team, recognize the complexity of the overall program and the

individual projects, commit to a collaborative process through mutual respect, effective

communication and trust to achieve a successful opening of the LRT to Saddle

Towne by September 2012.

11

Our Vision

We, the Okotoks 32nd Crossing Team commit to a collaborative process through mutual respect, effective communication and trust to achieve:

1. Relocation of river and completion of all “in-stream” work by August 31, 2010.

2. Project completion by March 31, 2011.

We will deliver these project requirements by endeavouring to meet the following Milestones:1. Complete 4 Bridge Abutments by March 1, 2010.2. Complete Sheep River Bridge substructure by March 31, 2010.3. Complete CPR Bridge substructure by May 31, 2010.4. Sheep River Bridge Deck poured and out of the river valley by May 24, 2010.5. CPR Bridge Deck poured by July 17, 2010.6. Complete Mid and South embankments by March 31, 2010.7. Complete out of stream river work by July 15, 2010.8. River diversion by July 31, 2010.9. Complete all in-stream river work by August 15, 2010.10. Complete North Embankment by August 31, 2010.11. Complete both Bridges by August 31, 2010.12. Complete all Roadway work by October 15, 2010.13. Complete pathways and landscaping by November 15, 2010

12

B. Performance Evaluation (Health Check)

13

Performance Evaluation 1. difficult, guarded1 2 3 4 N/A2. restricted 1 2 3 4 N/A3. late 1 2 3 4 N/A4. ineffective 1 2 3 4 N/A

5. Poor, Detached1 2 3 4 N/A6. ignored 1 2 3 4 N/A7. personal, negative 1 2 3 4 N/A8. ineffectively1 2 3 4 N/A9. Senior Management1 2 3 4 N/A10. Low 1 2 3 4 N/A

11. ignored 1 2 3 4 N/A12. not acceptable1 2 3 4 N/A13. ignored 1 2 3 4 N/A14. low 1 2 3 4 N/A15. poor 1 2 3 4 N/A16. not acceptable1 2 3 4 N/A

17. Public Complaints are… frequent 1 2 3 4 N/A18. Calgary Transit Involvement is… late, unclear, vague1 2 3 4 N/A

19. Completion of milestones are rewarded / recognized ineffective 1 2 3 4 N/A20. Overall Satisfaction is… dissatisfied 1 2 3 4 N/A

COMMUNICATIONTeam Communications are… open, up-front Information flow is… free, openTimeliness of information is… on-timeCommunications / Meetings are… effective

WORKING RELATIONSHIPSCooperation between Project Groups is… good, unreservedIssues and concerns are… dealt with quicklyResponses to issues become… project specificDisputes are addressed… EfficientlyProblems/issues are resolved by… lowest level Level of Trust is… High

PROJECT REQUIREMENTSSafety is being… consideredQuality of work is… acceptableEnvironmental requirements are… consideredIs the Project receiving Value for money highSchedule Management is… EffectiveCost Management is… acceptable

effectivesatisfied

STAKEHOLDER & EXTERNAL ISSUESinfrequenttimely/relative

TEAM SATISFACTION

Please list examples for the points above that you rated 1 or 2 ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

14

C. Issue Resolution Mechanism

• Lowest level with time limit

• Escalated to the next level of management

• No action is not an option

15

Resources Available1. 2.

Resources Available1. 2.

Stage One

Within 2 daysNames:1. __________2. __________

Stage One

Within 2 daysNames:1. __________2. __________

Stage Two

Within 3 daysNames:1. _________2. _________

Stage Two

Within 3 daysNames:1. _________2. _________

Stage Three

Within 5 daysNames:1. __________2. __________

Stage Three

Within 5 daysNames:1. __________2. __________

Issue Resolution Mechanism

Problem becomes apparent

Solution to problem offered by those who are directly involved with it

If problem not resolved, go to stage two.

If solution agreed, do not go to stage two. If changes affect other project parties, record them into a form for circulation.

Problem becomes apparent

Solution to problem offered by those who are directly involved with it

If problem not resolved, go to stage two.

If solution agreed, do not go to stage two. If changes affect other project parties, record them into a form for circulation.

Problem discussed at progress meeting.

Solution to problem offered by project team.

If solution to problem cannot be agreed at progress meeting, go to stage three.

If solution agreed, do not go to stage three. Solution to problem recorded in meeting minutes.

Problem discussed at progress meeting.

Solution to problem offered by project team.

If solution to problem cannot be agreed at progress meeting, go to stage three.

If solution agreed, do not go to stage three. Solution to problem recorded in meeting minutes.

A resolution committee comprising a representative from each of the project parties is formed.

Problem resolution meeting called for committee.

Mutual way forward for project greed by resolution committee.

Statement of way forward recorded and issued.

A resolution committee comprising a representative from each of the project parties is formed.

Problem resolution meeting called for committee.

Mutual way forward for project greed by resolution committee.

Statement of way forward recorded and issued.

Finish

Finish

Finish

Finish

Finish

Finish

ADRLitigation

ADRLitigation

Problem Identified

Problem Identified

Failure!!!

16

D. Ground Rules• Mutually agreed standards of conduct and behaviour• Every team needs to establish its own ground rules• Purpose of Ground Rules is to:

– Make sure everyone knows and agrees with what is expected of him or her

– Have everyone agree on what’s important to the team and what is appropriate behaviour

– Express the values of the team– Help the team evaluate its performance– Help the team resolve conflicts– Help a new team member know what’s expected of him or her.

• Agreed on by consensus• Meaningless unless all members buy into and actively

live them

17

Issues That Need Discussion To Establish Ground Rules

• What are our goals as a team? Our purpose?• Are we clear on our roles and responsibilities?• What are our expectations of the team? concerns? hopes?

commitments?• What do others expect of us?• What is our process for making decision?• Communication: what, when, why, with whom?• Meetings – how often, how long, agenda, chair, minutes?• How do we measure our performance; share feedback?• How de we handle conflicts and resolve problems?• How do we ensure balanced participation?• How do we prioritize work? Handle time constraints?• How do we self-correct? How do we follow-up on obligations?

What kind of climate do we want in our team? How do we achieve that?

• What other guidelines are important for us/ informing each other, scheduling, travel, recognition?

18

E. Roles/Responsibilities and Contract Administration

• Roles of the Owner, Architect/Engineer and construction contractors

• Read and Understand your Contract

19

2. Tailored Training• To achieve consistency, enhance team

effectiveness and better delivery• Standard training templates

– Fundamentals of PM– Contract administration

• Additional High Impact Training– Half-day sessions– How to negotiate claims?– Managing stakeholders

20

3. Management Coaching• To provide an independent external view and greater

objectivity with focus on the big picture• Two Types

– Team level• Targeted at team behaviour, communication,

dispute avoidance…• Drop-in centre or linked to regular team meetings

– Management Level• On call and as directed by management

21

4. Project Auditing Support

• To provide an independent monitoring of the hard and soft issues on projects

• To establish an early warning system of potential problems

• To povide independent communications conduit

• Use health check tool

22

Health Check: Monitoring Performance Date: Name: Firm:

COMMUNICATION

1 Communications are… difficult, guarded 1 2 3 4 5 open, up-front

2 Information flow is… restricted 1 2 3 4 5 free, open

3 Timeliness of information is… late 1 2 3 4 5 on-time

WORKING RELATIONSHIPS

4 Cooperation between parties is… poor, detached 1 2 3 4 5 good, unreserved

5 Issues and concerns are… ignored 1 2 3 4 5 dealt with quickly

6 Responses to issues become… personal 1 2 3 4 5 project problems

7 Disputes are addressed… ineffectively 1 2 3 4 5 efficiently

8 Problems are resolved by… senior management 1 2 3 4 5 lowest level

TECHNICAL REQUIREMENTS

9 Safety performance is… not acceptable 1 2 3 4 5 acceptable

10 Overall quality is… not acceptable 1 2 3 4 5 acceptable

11 Value for money is not acceptable 1 2 3 4 5 acceptable

STAKEHOLDER & EXTERNAL ISSUES

12 Public complaints are… frequent 1 2 3 4 5 infrequent

Please list examples for point 1 – 12 above that you rated 1 or 2 ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

23

Team Self-Evaluation Results (Combined)04-Dec-09

0.0

1.0

2.0

3.0

4.0

5.01

2

3

4

5

6

7

8

9

10

11

12

Team Alignment Overall

Problems, issues or concerns

1. Communications

2. The flow of information

4. Cooperation

5.

6. Responses to problems

7. Disputes/problems

8. Problems are resolved

3. The timeliness of information

9. Construction safety performance

10. Design and construction quality

11. Value for money

12. Public Complaints

24

Team Alignment by Company

Team Self-Evaluation Results (By Company)04-Dec-09

0.0

1.0

2.0

3.0

4.0

5.01

2

3

4

5

6

7

8

9

10

11

12

cc

Problems, issues or concerns

1. Communications

2. The flow of information

4. Cooperation

5.

6. Responses to problems

7. Disputes/problems

8. Problems are resolved

3. The timeliness of information

9. Construction safety performance

10. Design and construction quality

11. Value for money

12. Public Complaints

25

5. Dispute Management

• To minimize time and cost losses associated with disputes

• Reduce conflicts • Enhance communication between the

parties• Use dispute resolution mechanism• Seek solutions• Win-win solutions

26

Successful Settlement

–Get the facts• Keep good records

• Know your contract

• Preserve your rights

• Show: Cause-Effect-Entitlement-Quantification

27

Conclusions

• Collaboration and teamwork• Focus on maintenance and

communication• Keep negotiating• Work with people• Training and coaching for

consistency and objectivity

28