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Transcript of managing-teams-by khalid ahmad
Project Project ManagementManagement
7. Managing Teams7. Managing Teams
Our goal today is to develop and facilitate leadership, team building, performance management, and conflict management
skills in the context of an IT environment
Main reference: Gray & Larson, 2006, Ch 11.
Effective Team CharacteristicsWhy Join Teams?Team DevelopmentKeys to Managing PeopleManaging Project TeamsProject Team ConflictProject Team Pitfalls
Effective Team Characteristics
What is a Team?
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).
is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization
Teamwork
Team-building
is high interaction among group members to increase trust and openness
Effective Team Characteristics
1
Project Team Size
2
Common Characteristics
Project Team Size
Performance is based on balance of members carrying out roles and meeting social and emotional needs
Project teams of 5 to 12 members work best
There are There are problems you problems you encounter as encounter as size increasessize 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
Project Team Size
The Mythical Man-Month
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
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10 channels of communication
Fred BrooksThe Mythical Man-Month
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 BrooksThe Mythical Man-Month
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
Common Characteristics of High Performing Teams
Goals are clearly defined and matched with measurable outcomes
Accurate effective 2-way communication
Leadership is shared and participation encouraged
Effective decision making and problem solving
Team identity and cohesiveness
Diverse backgrounds and experience
Cooperation and collaboration
They share a common identity
Figure 1 Characteristics or needs of effective teams(Horodyski, 1995, p12)
Why Join Teams?
Why do people want to join teams?
Individual reasons
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
Why do teams work well for organizations?
Team Development
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
Figure 9.1 Figure 9.1 Stages of Team DevelopmentStages of Team Development((Robbins et al, 1998Robbins et al, 1998, p309), p309)
Figure 11.1 Figure 11.1 The Five-Stage Team Development ModelThe Five-Stage Team Development Model((Gray & Larson, 2006Gray & Larson, 2006, p345), p345)
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.
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?
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
Figure 11.2 Figure 11.2 The Punctuated Equilibrium Model of Group DevelopmentThe Punctuated Equilibrium Model of Group Development((Gray & Larson, 2006Gray & Larson, 2006, p346), p346)
Training can help people understand themselves and each other, and understand how to work better in teams.
Training
The main goal of team development is to help people work together more effectively to improve project performance.
Team building activities include physical challenges and psychological preference indicator tools
MBTI
What are you?
extrovert introvert
sensation intuition
thinking feeling
judgement perception
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extrovert introvert
sensation intuition
thinking feeling
judgement perception
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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.
extrovert introvert
sensation intuition
thinking feeling
judgement perception
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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
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 ).
Another model
Social Styles Profile
People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness
Ass
ert
iven
ess
Responsiveness
Analytical Driver
Amiable Expressive
Resp
on
siven
ess
Assertiveness
Another model
Ask Tell
Peop
leTask
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
http://www.flickr.com/photos/hi-phi/1100036300/
Reward and Recognition Systems cont’d…
Recognize individual performance?letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibility
Team Development cont’d…
Keys to Managing People
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 enjoymenteg. read, gardening…
Extrinsic motivation causes people to do something for a reward or to avoid a penaltyeg. homework
Motivation
Motivation Theorists
– Maslow’s hierarch of needs– Herzberg’s motivation-hygiene– McClelland’s acquired-needs– McGregor’s X and Y
Maslow’s Hierarchy of Needs
(1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s behaviors are guided by a sequence of needs
Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny
Maslow’s Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
Hertzberg’s Motivation-Hygiene TheoryIn the late 1960s Frederick Herzberg wrote about worker motivation.
He distinguished between motivation factors and hygiene factors.
motivation factorsHelp motivate workers
directly eg. achievement, recognition, work,
responsibility
hygiene factors cause dissatisfaction if
absent but do not motivate,
eg. Money, working conditions,
http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman
(Robbins et al, 1998, p221)
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
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
http://www.provenmodels.com/20/theory-x-&-y/mcgregor
Thamhain and Wilemon’s influence bases
(1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers
1. authority2. assignment3. budget4. promotion5. money6. penalty7. work challenge8. expertise9. friendship
Steven Covey’s 7 habits
Ca be applied to improve effectiveness on projects
1. Be proactive2. Begin with the end in mind3. Put first things first4. Think win/win5. Seek first to understand, then
to be understood6. Synergize7. Sharpen the saw
Covey’s Habit 5: Seek first to understand, then to be understood
Managing Project Teams
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 conversation– project performance appraisals– conflict management– issue logs
Develop your team
Be patient and kind with your teamFix the problem instead of blaming peopleEstablish regular, effective meetingsAllow time for teams to go through the basic team-building stagesLimit the size of work teams to five to twelve membersPlan some social activities to help project team members and other stakeholdersStress team identityNurture team members and encourage them to help each otherTake additional actions to work with virtual team members
Develop your team
Voluntary team membershipContinuous service on the teamFull-time assignment to the teamAn organization culture of cooperation and trustMembers report only to the project managerFunctional areas are represented on the teamThe project has a compelling objectiveMembers are in speaking distance of each other
Know the conditions favorable for development of high performing teams
Meetings?
A brief diversion into Management and Meetings
Don’t waste my time
Conducting Project Meetings
Conducting Conducting Project Project
MeetingsMeetings
Conducting Conducting Project Project
MeetingsMeetings
Establishing Establishing Ground RulesGround Rules
Establishing Establishing Ground RulesGround Rules
Planning Planning DecisionsDecisions
Planning Planning DecisionsDecisions
Tracking Tracking DecisionsDecisions
Tracking Tracking DecisionsDecisions
Managing Managing Change Change
DecisionsDecisions
Managing Managing Change Change
DecisionsDecisions
Relationship Relationship DecisionsDecisions
Relationship Relationship DecisionsDecisions
Managing Managing Subsequent Subsequent
MeetingsMeetings
Managing Managing Subsequent Subsequent
MeetingsMeetings
TimeDatePlaceWho must be there
Meeting goalsAgendaExpected outcomePreparation required
Factors affecting recruiting– importance of the project– management structure used to complete the project
How to recruit? – ask for volunteers
Who to recruit?– problem-solving ability– availability– technological expertise– credibility– political connections– ambition, initiative, and energy
Recruiting Project Members
Figure 11.32 Figure 11.32 Creating a High-Performance Project TeamCreating a High-Performance Project Team((Gray & Larson, 2006Gray & Larson, 2006, p348), p348)
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 members
Co-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
Figure 11.4 Figure 11.4 Requirements for an Effective Project VisionRequirements for an Effective Project Vision((Gray & Larson, 2006Gray & Larson, 2006, p357), p357)
Orchestrating the Decision-Making Process
Problem Problem IdentificationIdentification
Generating Generating AlternativesAlternatives
Reaching a Reaching a DecisionDecision
Follow-upFollow-up
Rejuvenating the Project Team
Informal Techniques
– institute 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
Rejuvenating the Project Team
Formal Techniques– 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
Challenges of Managing Virtual Teams
Challenges of Managing Virtual Teams
Developing trustexchange of social informationset clear roles for each team member
Challenges of Managing Virtual Teams
Developing effective patterns of communicationinclude face-to-face if at all possiblekeep team members informed on how the overall project is goingdon’t let team members vanishestablish a code of conduct to avoid delaysestablish clear norms and protocols for surfacing assumptions and conflicts
Figure 11.6 Figure 11.6 24-Hour Global Clock24-Hour Global Clock((Gray & Larson, 2006Gray & Larson, 2006, p369), p369)
Project Team Conflict
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
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
Project Team Pitfalls
Figure 11.5 Figure 11.5 Conflict Intensity over the Project Life CycleConflict Intensity over the Project Life Cycle((Gray & Larson, 2006Gray & Larson, 2006, p363), p363)
Project Team Pitfalls
GroupthinkGroupthinkGroupthinkGroupthink Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome
Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome
Team Spirit Becomes Team Spirit Becomes Team InfatuationTeam Infatuation
Team Spirit Becomes Team Spirit Becomes Team InfatuationTeam InfatuationGoing NativeGoing NativeGoing NativeGoing Native
Review
1. Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation.
2. Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points.
3. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems.
4. PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey …
5. Other areas of importance include; recruitment, maintenance, and conflict management of project teams.
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
BetterProjects.net
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