chapter 6 copyright © 2010 pearson education, inc. publishing as prentice hall6-1
TRANSCRIPT
Chapter 6
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-1
1- Building the project team
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Building the team
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Building the team
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Building the team
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2- Effective Project TeamsClear Sense of Mission: the mission should be
mutually understood and accepted by all team members.
Productive Interdependency: it refers to the
degree of joint activity among team members required
in order to complete a project. The concept of
differentiation suggests that each individual brings
preconceived notions to the team. The
interdependencies refers to the degree of knowledge of
the team interrelated efforts.
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Effective Project TeamsCohesiveness: refers to the degree of mutual
attraction that team members hold for one another
and their task.
Trust: for PM, trust refers to the team’s comfort
level with each individual member. Given the
comfort level, trust is manifested in the team’s
ability and willingness to squarely address
differences of opinion, values and attitudes and deal
with them accordingly.
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Effective Project TeamsEnthusiasm: it is the catalyst for directing positive,
high energy toward project. It creates energy that drive
effective project efforts. It creates an environment that is: Challenging: it offers the opportunity of personal growth, new
learning and the ability to stretch professionally.
Supportive: PM members gain a sense of team spirit and group
identity : communication, problem solving…
Personally rewarding: PM become more enthusiastic as they
perceive personal benefits arising from project completion.
Results Orientation: outcomes are related toward the
same orientation.
3- Reasons why teams fail
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3- Reasons Why Teams Fail1- Poorly developed or unclear goals
Unclear goals permit multiple interpretations.Unclear goals impede the willingness of team
members to work together,Unclear goals increase conflict.
2- Poorly defined project team roles & interdependencies.
Interdependencies: is a state where team members’ activities coordinate with and complement other team members’ work.
Unawareness of interdependencies leads to lose time.
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3- Reasons Why Teams Fail3- Lack of project team motivation
The project is perceived as unnecessary.The project may have low priority.
4- Poor communicationCould be caused by: different orientations or
background, , uncertainty about the project structure and interdependencies…
Resolving poor communication by: standard information sharing, a frank atmosphere, and open exchanges.
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3- Reasons Why Teams Fail5- Poor leadership
Refer to chapter 4.
6-Turnover among project team members
The higher the turnover among project team members, the more it
disrupts the project manager’s ability to create project team
cohesion.
The continual act of adding and removing personnel to project teams
causes problems with team learning and functionning.
New team members need time to get caught up with the project.
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3- Reasons Why Teams Fail7-Dysfunctional behavior
It refers to disruptive acts of some project team
members due to: personality issues, hidden agendas
or interpersonal problems.
The solution calls for recognizing the members
involved and taking corrective steps.
A serious case may require to remove the
concerned team member.
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4- Stages in Group Development
The process of group development is a dynamic
one.
Groups go through several maturation stages
that are identifiable.
The stages are: forming, storming, norming,
performing and adjourning.
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4- Stages in Group Development
1.1. Forming Forming – members become acquainted
1. Members get to know one another to mold into a
coherent project team.
2. They lay the basis for project and ground rules:
standards of behavior, communication channel…
2.2. Storming Storming – conflict begins
1. Conflict begins because team members begin to
resist authority.
2. Some hidden agendas, attempt to rewrite team
rules.
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4- Stages in Group Development
3. 3. Norming Norming – members reach agreement
1. Norm is an unwritten rule of behavior.
2. Members agree on operating procedures and
seek to work together and develop closer
relationships.
3. Members will commit to the project
development process.
4. 4. Performing Performing – members work together to accomplish
their tasks.
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4- Stages in Group Development
5. 5. AdjourningAdjourning – group disbands
1. Teams do not last forever.
2. At the completion of the project, team members
will disband to return to their functional duties in
the organization.
3. Members will commit to the project development
process.
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4- Stages in Group Development
Ponctuated EquilibriumPonctuated Equilibrium– Connie Gersick developed a model
for project team development. She suggests that:
1. Most teams develop a set of operating norms very
quickly.
2. These norms tend to guide group behavior and
performance for the project’s life.
3. Group will operate as a result of these norms until some
trigger event occurs, almost precisely at the halfway
point between the initial meeting and the project
deadline.
4. The trigger may be: dissatisfaction with the project
progress, interpersonal antagonisms or other external
force
Ponctuated EquilibriumPonctuated Equilibrium–
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Project Timeline
Start Midpoint Deadline
TeamPerformance
High
Low
Eruption
Completion
FirstMeeting
Project Timeline
Start Midpoint Deadline
TeamPerformance
High
Low
Eruption
Completion
FirstMeeting
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Team Development Stages1. 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 Rebuild morale
Conflict over control Confrontational Alienation Personal agendas Low morale
Trust Flexible Supportive Confident Efficient High Morale
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5- Achieving Cross-Functional Cooperation
Cross-functional cooperation
Task Outcomes
Psycho-Social
Outcomes
Rules & Procedures
Physical Proximity
Accessibility
Superordinate Goals
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5- Achieving cross-functional coordination1.1. Superordinate goals Superordinate goals –
1. It can be “ to develop a high-quality, user friendly, and
generally useful system that will enhance the operations
of various departments and functions.
2. It provides a central objective and an overriding goal.
2.2. Rules and proceduresRules and procedures
1. They are essential because they offer a means for
coordinating or integrating activities that involve several
units.
2. Project-specific rules and procedures facilitate its
operations.
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5- Achieving cross-functional coordination3. Physical proximity3. Physical proximity
1. Team members should be located within a physical spatial
distances that make it convenient to them to interact.
2. The more the team members are close, the more is their
cooperation and coordination.
4. Accessibility4. Accessibility
1. It is the perception that a person is approachable for
communicating and interacting with problems for project
success.
2. Inaccessibility occurs because of different work
schedules, varied duties and priorities, and commitment
to other agendas.
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5- Achieving cross-functional coordination5. Outcomes of cooperation5. Outcomes of cooperation
1. Tasks outcomes: refer to the factors involved in
the the actual implementation of the project: time,
schedule and project functionality.
2. Psychosocial outcomes: represent the team
member’s assessment that the project experience
was worthwhile, satisfying and productive.
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Building High-Performing Teams:3 practical steps PM can take to build high-performing teams: 11stst step: Make the project team step: Make the project team tangibletangible
PublicityTerminology & language
2nd step:2nd step: Reward Reward good behavior good behaviorFlexibilityCreativityPragmatism
33rdrd step: Develop a step: Develop a personal touchpersonal touchLead by examplePositive feedback for good performanceAccessibility & consistency
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6- Virtual Project Teamsuse 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 disappear (get together via
videoconferencing, e-mail and internet connections)
Establish a code of conduct: get an agreement on types of information that need to be shared.
Keep everyone in the communication loop: awareness to keep the communication channels open.
Create a process for addressing conflict: PM should create a set of guidelines for allowing free expression or disagreement among team members.
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7- Conflict ManagementConflict 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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7- Conflict ManagementConflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.
Most types of conflict fit within 3 categories:
• Goal-oriented conflict: Goal-oriented conflict:
• associated with disagreements regarding results, scope outcomes, performance specifications,…
• It result from a poor or vague or incomplete perception of the goals that may allow the team members to make their own interpretations.
• Administrative conflict: Administrative conflict:
• Arises through management hierarchy, organizational structure or philosophy (authority and decisions).
• Interpersonal conflict: Interpersonal conflict:
• Arises from personality differences.
• It includes work ethics, behavioral styles, egos….
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Sources of ConflictOrganizational
Reward systemsScarce resourcesUncertaintyDifferentiation
Interpersonal• Faulty attributions
• Faulty communication
• Personal grudges & prejudices
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Conflict ResolutionMediate – Mediate – PM uses defusion or confrontation to find a solution.
Defusion: PM is less concerned with the source of
conflict than with a mutually accepted solution.
Confrontation: involves working with both parties to
get at the root causes of the conflict.
Arbitrate Arbitrate – PM must be willing to impose a judgment on the
warring parties. After listening to both parties, the PM renders his
decision which focuses on the judgment itself. Ex: wrong, right….
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Conflict ResolutionControl – Control – Not all problems can be resolved. In some cases,
pragmatic response to conflict might give a cool down period. It is not a
cowardly response, but a selective way to choose the best manner PM
should intervene .
Accept Accept – some conflicts are unmanageable . We just live the conflict
as it is.
Eliminate –Eliminate – Sometimes the guilty member(s) should be transfer red
to stop the reason while of the conflict.
Conflict is often evidence of progress!
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8- Negotiationa 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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Principled Negotiation1. Separate the people from the problem
2. Focus on interests, not positions
3. Invent options for mutual gain
4. Insist on using objective criteria
Getting to Yes – Fisher & Ury
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