6-1 ELC 347 project management Week 6. 6-2 Agenda Assignment Four Due First Quiz Graded –Missed...
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Transcript of 6-1 ELC 347 project management Week 6. 6-2 Agenda Assignment Four Due First Quiz Graded –Missed...
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6-1
ELC 347 project management
Week 6
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6-2
Agenda
• Assignment Four Due• First Quiz Graded
– Missed two important concepts• Time value of money• Escalation of commitment
• Integrative Project – First part due next week– Outline of deliverables (posted in WebCT)– Additional scoring model
• Any of the first five sections can be resubmitted for rescoring prior to finals week. The recorded score will the average of the original score and the score on the resubmitted section.
• Project team building, Conflict and Negotation
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6-3
Project Team Building, Conflict, and Negotiation
Chapter 6
© 2007 Pearson Education
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6-4
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6-5
Building the Project Team
Negotiate with Their Supervisor
Talk to Potential Team Members
Identify Necessary Skills
Renegotiate with Top Management
Identify People With Skills
Build Fallback PositionsAssemble the Team
Success?Success?Yes
Yes
No
No
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6-6
Characteristics of Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation
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6-7
Reasons Why Teams Fail
• Poorly developed or unclear goals
• Poorly defined project team roles & interdependencies
• Lack of project team motivation
• Poor communication
• Poor leadership
• Turnover among project team members
• Dysfunctional behavior
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6-8
Stages in Group Development
1. Forming – members become acquainted
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together
5. Adjourning – group disbands
Punctuated Equilibrium is a different model
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6-9
Team Development Stages
1. Forming
2. Storming3. Norming
4. PerformingConveneAdjourn
Inclusion
Con
trolCooperation
Prod
uctiv
ity
Productive
Organized Infighting
Testing
Quiet Polite Guarded Impersonal Business-like High Morale
Establish procedures Develop team skills Confront issues Rebuilding morale
Conflict over control Confrontational Alienation Personal agendas Low morale
Trust Flexible Supportive Confident Efficient High Morale
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6-10
Connie Gersick’s Punctuated Equilibrium Model
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6-11
Achieving Cross-Functional Cooperation
Cross-functional cooperation
Task Outcomes
Psycho-Social
Outcomes
Rules & Procedures
Physical Proximity
Accessibility
Superordinate Goals
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6-12
Building High-Performing Teams
Make the project team tangible– Establish unique identity – Publicity– Terminology & language
Reward good behavior– Flexibility– Creativity– Pragmatism
Develop a personal touch– Lead by example– Positive feedback for good performance– Accessibility & consistency
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6-13
Virtual Project Teams
use electronic media to link members of a geographically dispersed project team
How Can Virtual Teams Be Improved?Use face-to-face communication when possibleDon’t let team members disappearEstablish a code of conductKeep everyone in the communication loopCreate a process for addressing conflict
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6-14
Conflict Management
Conflict is a process that begins when you
perceive that someone has frustrated or is about to frustrate a major concern of yours.
Categories• Goal-oriented
• Administrative
• Interpersonal
Views• Traditional
• Behavioral
• Interactionist
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6-15
Sources of Conflict
Organizational• Reward systems
• Scarce resources
• Uncertainty
• Differentiation
Interpersonal• Faulty attributions
• Faulty communication
• Personal grudges & prejudices
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6-16
Conflict Resolution
Mediate – defusion/confrontation
Arbitrate – judgment
Control – cool down period
Accept – unmanageable
Eliminate – transfer
Conflict is often evidence of progress!
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6-17
Early Detection
• A little conflict is a good thing• But…Time spent on conflict resolution does not advance the
project• Resolve conflicts early!
• Look for smoke and don’t wait for the fire• Invite critical thinking and positive conflict
resolution
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6-18
Conflict Resolution Guidelines
1) Is it conflict or a problem? Solve problems
2) Does the project manger need to be involved? Resolve at lowest level possible
3) What are the issues and the emotions connected with the conflict? Find the land mines!
4) Are the parties involved committed to resolution? Precede until resolution
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6-19
Conflict Resolution Guidelines
5. Are all discussions characterized by a genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements?Disarm the combatants!
6. What is going to make this OK with all the parties?What is the common ground
7. After resolution is achieved, re-verify with each party.Make sure there is no miscommunication
8. Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.
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6-20
Negotiation
a process that is predicated on a manager’s ability to use influence productively
Questions to Ask Prior to Entering a Negotiation
1. How much power do I have?
2. What sort of time pressures are there?
3. Do I trust my opponent?
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6-21
Principled Negotiation
1. Separate the people from the problem– Be hard on the deal, soft on the people– See the deal from inside their shoes– Make your proposal consistent with their value
2. Focus on interests, not positions– Values define the deal– Each side has multiple interests – be clear on yours, discover theirs
3. Invent options for mutual gain
4. Insist on using objective criteria– Strike a deal based on principle, not pressure– Agree on fair standards and procedures– Frame issues as a collaborative quest
http://www.colorado.edu/conflict/peace/treatment/pricneg.htm
Getting to Yes – Fisher & Ury
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6-22
Tony’s Rules for Negotiation
• Go into every negotiation with a series of possible outcomes– Must Have – Should Have– Like to have– Can do without
• Know the opponents position better than they do • A good outcome is WIN-WIN
– Works when both sides have equal power, and similar constraints • A better outcome when the others side thinks they won but you got everything you wanted
– Have “throw away” positions– Works when you are not the more powerful side – Requires finesse and subtlety
• The worst outcome is when the other side things you beat them. – That means you had the power to begin with so why were you negotiating?
• Remember! – What ever what negotiated once is subject to be negotiated again
• Park your ego at the door…it gets in the way• Never get caught in a lie…the best way is to not lie.
– Once your creditability is gone you can’t negotiate
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6-23
Sun Tzu
• "The smartest strategy in war is the one that allows you to achieve your objectives without having to fight".
• "Therefore I say; know the enemy and know yourself; in a hundred battles you will never be in peril. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both your enemy and of yourself, you are certain in every battle to be in peril."
• “He will win who, prepared himself, waits to take the enemy unprepared.” • “He who exercises no forethought but makes light of his opponents is sure to be
captured by them.”• “The general who wins a battle makes many calculations in his temple before the
battle is fought.” • “To secure ourselves against defeat lies in our own hands, but the opportunity of
defeating the enemy is provided by the enemy himself.” • “Force him to reveal himself, so as to find out his vulnerable spots. Carefully
compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.”
• http://interneg.concordia.ca/interneg/training/materials/sun_tzu.html
• http://www.kimsoft.com/polwar.htm