copyright © 2013 pearson education, inc. publishing as prentice hall. 14- 1 chapter 14 managing...

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.14- 1

Chapter 14

Managing Quality Improvement

Teams and Projects


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Chapter 14

Why employees enjoy teamsLeading teams for quality improvement.Types of teams.Implementing teamsManaging and controlling projects


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Why Employees Enjoy Teams

In a study of Project Managers, five motivators emerged:

1. Mutuality

2. Recognition for personal achievement

3. Belonging

4. Bounded power

5. Creative autonomy


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Leading teams for Quality Improvement

Employee Empowerment and Involvement You will have greater control over your

own work You will not be penalized for making

painful change Management is changing and becoming

more contemporary Management is committed to quality

improvement over the long haul



Employee Empowerment and Involvement Management will concede more control

over company systems to you Management values you ideas and

opinions and will give them serious consideration

Management trusts you and is worthy of trust in return

You will be rewarded for making decisions that benefit the company

Labor is capable of making decisions



A number of preconditions are necessary for empowerment:

Clear authority and accountability Participation in planning at all levels Adequate communications and information

for decision making Responsibility with authority



Flattening Hierarchies for improved effectiveness

Too many layers of management Impede creativity Stifle initiative Make empowerment impossible



Team Leader Roles and Responsibilities Situational Leadership Model



Team Roles and Responsibilities Belbin’s Team Roles



Team Formation and Evolution Stages of a Team’s Development



Team Rules Ground Rules for Effective Teams


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Types of Teams

Process improvement teams Cross-functional teams Tiger teams Natural work groups Self-directed work teams Virtual teams


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Implementing teams

Facilitation

Helping or aiding teams by maintaining a process orientation



Team Building

Follows a process that identifies rules for team members and helps them become competent



Examples of Teams:

Navy Seals Massachusetts General Hospital Emergency

Room The Childress NASCAR team



Meeting Management Steps required to planning a

meeting1. Defining an agenda

2. Developing meeting objectives

3. Designing the agenda activity outline

4. Using process techniques Parking lot



Conflict Resolution in Teams

Team leaders and project managers spend 20% of their time resolving conflict



Conflict Resolution in Teams Modes of Conflict Behavior



Conflict Resolution in Teams

There are 4 stages in the conflict resolution process:

1. Frustration

2. Conceptualization and orientation

3. Interaction

4. Outcome



Conflict Resolution in Teams Leaders resolve conflict in different ways:

1. Passive conflict resolution

2. Win-win

3. Structured problem solving

4. Confronting conflict

5. Choosing a winner

6. Selecting a better alternative

7. Preventing Conflict



Conflict Resolution in Teams Avoidance Diffusion Confrontation


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Projects

Tools:

Qualifying projects Project Charters Force Field Analysis Work Breakdown Structures


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Managing and Controlling Teams

Qualifying Projects Cost Benefit Analysis (CBA) Payback Period Difference between soft costs and hard

costs



Project Charters Help teams

identify objectives, participants and expected benefits



Force Field Analysis

Designed to identify and quantify all of the forces for and against organizational change



Work Breakdown Structures WBS

Identify Precedence Relationships Identify Outcome Measures Identify Task Times

Optimistic completion time Most likely completion time Pessimistic completion time



Work Breakdown Structure



Activity Network DiagramsPert Chart:

1. List all tasks

2. Determine task times

3. Determine which tasks depend on the completion of others

4. Draw the network diagram

5. Compute early start and early finish times



Activity Network DiagramsPert Chart:

6. Compute late start and late finish times

7. Compute slack times and determine the critical path

Slack time = late start – early start



Tree Diagram of Tasks



Activity on Node (AON) Network



Activity on Node (AON) Network with Early Times



Activity on Node (AON) Network with Late Times



Arrow Gantt Charts



MS Project Gantt Chart



Managing Multiple Projects

Multiple-Project Control Form


Strategic Quality PlanningManaging Quality Improvement Teams and Projects Summary

Why employees enjoy teamsLeading teams for quality improvement.Types of teamsImplementing teamsManaging and controlling projects


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copyright © 2013 pearson education, inc. publishing as prentice hall. 14- 1 chapter 14 managing...

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