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2009 South-Western, a part of Cengage Learning
Leading and ManagingProject Teams
Chapter 13
Project Management: A ContemporaryApproach
Kloppenborg
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At the end of this chapter
Describe stages of team development and relatethem to stages in the project life cycle.
Describe characteristics of a high performing
project team and determine whichcharacteristics your team can improve.
Assess your individual capability and describehow to improve to be more helpful to your
project.
Assess your teams capability and describe howto improve to be more helpful to your project.
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At the end of this chapter
Explain how to utilize several of the project teamrelationship and process ground rules toimprove a project team.
Describe different methods for project teamdecision making and under what circumstanceseach is most appropriate.
Manage your project team and stakeholdersincluding conflict management.
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Acquiring the Project Team
Some core team members may be added afterplanning
Subject matter experts (SMEs) may be added
after planning Acquiring the project team involves
preassignment, negotiation, and on-boarding.
Acquire project teamthe process of obtaining humanresources needed to complete the project. PMBOK Guide
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Preassignment of Project TeamMembers
It is good for motivation to include theimplementers in planning when possible
When the people who will actually perform the
work help to plan it, many more details may beconsidered
Assign project team members early to be surethey are available when needed
Bringing SMEs on board early may be costly
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Negotiation for Project TeamMembers
A project manager (PM) may need to negotiate with thefunctional manager and/or a worker directly to secure hisservices for a project.
Wise PMs often develop good relationships withfunctional managers so it is easier to negotiate for agood worker.
Most projects will have a combination of experiencedand inexperienced resources
PMs may need to persuade a worker to work on theirproject.
The PM wants to sell the person on the project. Core team members may need to be excellent
generalists
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Tatro, Inc., Strategy for RecruitingProject Team Members
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On-Boarding Project TeamMembers
Ensure that the new person both understandsthe project at a high level and is enthusiasticabout being part of it
Learn about the persons personal motives -how their personal goals and project goals arealigned
Assign the new worker to specific activities and
develop a plan for personal improvement The ideal time to on-board core team members
is during chartering
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Developing the Project Team
Understand stages of project team development
Understand characteristics of high-performingproject teams
Assess individual member capability
Assess project team capability
Build both individual and team capability
Establish team ground rules
Develop project teamthe process of improving thecompetencies and interaction of team members to enhanceproject performance. PMBOK Guide
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Stages of Project TeamDevelopment
Most teams will still spend at least some time inmost stages
Some teams get stalled in an early stage and
do not progress Setbacks for project teams can occur
Projects are temporary endeavors some teams
may not experience some start-up stages
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Stages of Project TeamDevelopment Team Member
Relationships Forming - help the new team develop teamoperating methods
Storming team members feel more stress as
they begin to understand the magnitude of theproject
Norming feel part of the team
Performing feel close to team mates Adjourning feeling of loss when team disbands
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Progression Through Development Stages
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Characteristics of High-PerformingProject Teams
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Characteristics of High-PerformingProject Teams
Ideals toward which a project manager tries toguide his team.
Necessary personal values
High need for achievement Understanding and acceptance of personal responsibility
Commitment to self-development and self-directedbehavior
Put project needs before their own needs within reason
A willingness to consider alternative views and to change
Personal commitment to the project.
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Effective Team Behavior MethodsFor Enhancing Personal Values
Team members are selected to have the right skill mix.
Team members help each other.
Team members demonstrate a constant focus on
improvement. Team members use effective time and meeting
management.
Team members strive for innovation with a minimum of
formal procedures. Team members capture, share, and use lessons
learned.
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Communications Methods ForEnhancing Personal Values
Information is freely and widely shared withinand beyond the team.
All important topics are openly discussed.
Conflict over approaches is valued but personalconflict is discouraged.
Potential problems are proactively reported.
Barriers to communication are overcome.
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PM Methods to Further TeamDevelopment
Agree on common goals and objectives for theproject.
Jointly plan the project.
Use the charter to guide joint decision making.
Work together to accomplish activities.
Proactively identify and solve problems.
Hold each other mutually accountable.
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Appropriate Feelings For TeamMembers
Recognize how interdependent they are.
Be willing to be flexible on how each contributesto the project.
Be willing to share risks with teammates.
Understand, appreciate, like, and trust eachother.
Share in strong project leadership.
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Personal Rewards
Enjoyment of their work
High spirit and team morale
Pride in being part of the team
Satisfaction in project accomplishments The other set of favorable outcomes is the following
strong project results:
Persevere despite challenges.
Produce high-quality results. Consistently meet or exceed stakeholder expectations
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Assessing Individual MemberCapability
1. Activity-specific knowledge and skills
2. Personal planning and control
3. Personal learning4. Organizational understanding
5. Interpersonal skills and sensitivity
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Project Team Success Factors
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Project Team Success Factors
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Project Team Success Factors
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Assessing Project Team Capability
Working together to develop, sign, and distributethe charter greatly aids in communications andcommitment
Project teams with strong leadership are morelikely to be successful
Effective team leadership can lead to mutualtrust, respect, and credibility among all parties
Cross-functional cooperation and support helpsguide a project through turbulent situations.
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Assessing Project Team Capability
Planning and executing effective two-waycommunications is a major key to a teams
success
Consider staffing the project with a combinationof experienced and less-experienced members
People work hard and enthusiastically if they find
their work stimulating and believe they will berewarded for it.
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Project Team Capability BuildingCycle
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Building Individual and ProjectTeam Capability
Demonstrate personal leadership. Leading by example gives team members a model to
follow
Utilize project management tools. Project managers can use project management tools
to give their team focus
Demand situational leadership. The goal is to develop multiple leaders on the project
team
Create a desirable team identity. People want to be associated with a winner
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Building Individual and ProjectTeam Capability
Teach personal responsibility.
Complete their individual work on time, on budget, and correctly.
Complete their joint work responsibilities with teammates ontime, on budget, and correctly
Each team member is also responsible for improving workmethods
Develop understanding and respect.
Understanding others starts with understanding oneself
Use a learning cycle. The team uses creativity to jointly develop and consider
alternative approaches while striving to learn at each point in theprocess.
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A Dozen Ground Rule Topics forProject Teams
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Establishing Project Team GroundRules Relationship Topics
People who feel valued often work with muchmore enthusiasm and commitment.
Balanced input can ensure that all functions are
given the opportunity to provide input. People need to be able to trust that a sensitive
issue will not be repeated outside of the projectteam.
Ground rulesa list of acceptable and unacceptablebehaviors adopted by a project team to improve workingrelationships, effectiveness, and communication.
PMBOK Guide
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Establishing Project Team GroundRules Relationship Topics
Use active listening techniques to avoidmisunderstandings
Each team mate should be worthy of the trust of
teammates Trust teammates unless one proves unworthy of
trust.
Conflict over ideas is often encouraged, whilepersonal conflict is often settled by theindividuals offline.
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Establishing Project Team GroundRules Process Topics
Assign roles within the team to try to helpeveryone feel valued
Spend the most time and energy on important
issues and to delegate, postpone, or ignore lessimportant issues
Consider at least two alternative approaches
before proceeding Gather the facts instead of arguing over opinions
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Establishing Project Team GroundRules Process Topics
Consider alternative decision making methods
The project manager or sponsor makes the decision.
One or two team members make the decision.
The project team uses consensus to make thedecision.
The project team votes to make the decision.
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Managing and Leadingthe Project Team
Keeping tabs on what is happening
Assessing human performance in comparison withplans
Taking action to get the team back (or keep it) ontrack
Motivating both individual members and the team asa whole,
Continually improving the capability and satisfactionof both the project participants and the methodsthey use
Manage project teamthe process of tracking team memberperformance, providing feedback, resolving issues, and coordinating
changes to enhance project performance. PMBOK Guide
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Types of Project Manager Power
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Project Manager Power andLeadership
Project managers often have less legitimate power thanother managers.
People tend to support the things they helped to create. Stimulating work is one of the most powerful rewards.
A project team member may do work for the projectmanager out of personal desire. The project managers reputation for success may make
people more inclined to work hard on the project. Empower the core team to distribute information
promptly and accurately according to the communicationplan. Project managers can use the power of the sponsor
when necessary.
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Assessing Performance ofIndividuals and Project Teams
Goals of performance assessments includerewards and promotions and determination ofareas for improvement.
Performance assessment can be both informaland formal
Informal assessments include observing, askingquestions, and providing suggestions.
Formal performance assessments are often theprimary responsibility of the direct manager.
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Project Team Leadership andManagement Outcomes
Morale changes
How the project manager wields power, communicates,appraises progress, and generally manages can enhance ordetract from team morale
Quarter mile stones to inch stones A wise project manager is not going to let a project get derailed
because of one worker who is not performing well.
Staff changes
Poor appraisals, insufficient progress, conflict, necessaryreassignments, or other causes lead to necessary staff changes
Training needs
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Project Team Leadership andManagement Outcomes
Discipline
Coercive power is often considered a last resort
Role clarification
The PM and all impacted workers may need to clarify roles by
detailing who is responsible for each work activity.
Issues
Issue logs serve as living documents of issues that arise in thecourse of managing the project team.
Lessons learned Resolved issues sometimes make good lessons learned if
documented and stored for easy retrieval in a knowledge base
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Managing Stakeholder Expectations
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Manage Stakeholders
build trust with all project stakeholders throughhonest and ethical behavior
manage effective two-way communications with
all stakeholders use lessons learned from previous
projects and previous phases of the currentproject.
Manage stakeholdersthe process of managing communicationsto satisfy the requirements of, and resolve issues with, projectstakeholders. PMBOK Guide
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Managing Stakeholders
Understanding stakeholder assumptions
Different stakeholders may hold very differentassumptions
Assumptions form the basis of stakeholderexpectations.
Clarified assumptions become expectations
Reconfirm expectations by sharing planning
documents with stakeholders. Project progress reports may lead to additional
expectations
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Managing Project Conflicts
Project charters may help the project core team,project manager, and sponsor head off potentialconflict between individuals.
Stakeholder analysis and communicationsplanning can identify and deal with potentialsources of conflict among the broaderstakeholders.
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Typical Sources of Project Conflict
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Sources of Project Conflict
Conflict over how to proceed with a project can lead tomore creative approaches
Conflict over how to complete a project with a tightschedule can also be positive.
Competition for ideas has the potential for generatingmore innovative and successful approaches
Personal conflict is negative Deal with conflict on projects promptlyor even
proactively.
Relationship conflict can be detrimental to project teamsuccess Task conflict may be useful or take away from project
progress
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Conflict Resolution Process andStyles
1. Understand the conflict.
2. Agree on conflict resolution goals.
3. Identify causes of conflict.
4. Identify potential solutions for conflict.
5. Pick desired conflict solution.
6. Implement chosen solution.
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Styles of Handling Project Conflict
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Negotiation
Project managers are generally heldaccountable for more performance than theyhave responsibility to direct people to perform
Everyone the PM negotiates with has their ownset of issues and goals.
Project management tools make negotiationeasier
In negotiation, the project manager and theother party attempt to reach a solution thatbenefits botha win-win solution.
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Negotiation Process
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Summary
New project team members, core or SMEs need to be onboarded they need to understand the project and start todevelop working relationships with their new teammembers.
As teams progress through typical stages of development,PMs use understanding of these stages andcharacteristics to guide their team to better performance.
Ground rules include rules for improving relationships
among team members and improving the process of howthe team works.
The PM must monitor and control the human side of theproject.
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Summary
The PM uses appropriate forms of power in managingthe project team to obtain desired results.
PMs manage stakeholder expectations throughunderstanding
their expectations, delivering on those expectations, andcommunicating effectively
Constructive conflict over ideas often yields betterapproaches
Destructive conflict that gets personal needs to beheaded off
PMs use many general conflict reduction techniques