opma 5364 part 3
TRANSCRIPT
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 1/28
OPMA 5364
Project Management
Part 3
Project Teamsand Project Conflict
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 2/28
Part 3 - Project Teams & Conflict 2
Topic Outline Project Teams & Project Conflict
! C"aracteristics of effecti#e team mem$ers! %ffecti#e managerial stles! Project Team exercise
! Conflict and project management! Common sources of conflict! 'cope creep! (oot causes of conflict
! Conflict resolution approac"es! )egotiation s*ills! Conflict exercise
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 3/28
Part 3 - Project Teams & Conflict 3
'electing t"e Project Team
At +"at point is t"e project team formed,
"o s"ould select t"e project team,
"at tpes of people s"ould $e on t"e team,
.o+ do t"e team mem$ers get started,
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 4/28
Part 3 - Project Teams & Conflict 4
C"aracteristics of %ffecti#e Teams
An effecti#e project team "as
! A clear understanding of t"e project o$jecti#e
! Clear e/pectations of eac" person0s role and
responsi$ilities
! A results orientation
! A "ig" degree of cooperation and colla$oration
! An atmosp"ere of open communication
! A "ig" le#el of trust
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 5/28
Part 3 - Project Teams & Conflict 5
1arriers to Team %ffecti#eness
! nclear goals
! nclear definitions of roles and responsi$ilities
! ac* of project structure
! ac* of commitment $ team mem$ers
! Poor communication
! Poor leaders"ip
! Turno#er of team mem$ers
! sfunctional $e"a#ior
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 6/28
Part 3 - Project Teams & Conflict 6
Teams are Most %ffecti#e "en
! T"ere are or fe+er mem$ers on t"e team
! Mem$ers #olunteer to ser#e on t"e team
! Mem$ers ser#e on t"e project from $eginning to end
! Mem$ers are assigned to t"e project full time! Organi7ation culture fosters cooperation and trust
! Mem$ers report solel to t"e project manager
! All rele#ant functional areas are represented on team
! T"e project in#ol#es a compelling o$jecti#e
! Mem$ers are located +it"in con#ersational distance of
eac" ot"er
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 7/28
Part 3 - Project Teams & Conflict 8
'tages of Team e#elopment
! Forming transition from indi#idual to team mem$er
9 ent"usiasm: anticipation: uncertaint: an/iet
! Storming tr to figure out team en#ironment
9 discomfort: frustration: resistance: anger: tension! Norming adjust and conform to team en#ironment
9 acceptance: co"esion: camaraderie: cooperation
! Performing team is no+ "ig"l effecti#e
9 committed: eager: unit: satisfaction: pride:confidence: openness: interdependent: empo+ered
! Adjourning +rap-up; prepare to dis$and
9 pride: sadness: uncertaint: <projectitis=
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 8/28
Part 3 - Project Teams & Conflict >
C"aracteristics of %ffecti#e
Team Mem$ers! Tec"nicall competent
! ?ood pro$lem-sol#ing a$ilities
! ?oal orientation! Politicall sensiti#e
! Credi$ilit
! A#aila$ilit! Am$ition; initiati#e; and energ
! .ig" self-esteem
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 9/28
Part 3 - Project Teams & Conflict @
%ffecti#e Team Mem$ers
! .elp create a positi#e and effecti#e en#ironment
! Plan; control; and feel accounta$le for t"eir +or*
! .a#e "ig" e/pectations of t"emsel#es
! Manage t"eir time +ell! Ma*e t"ings "appen; not just let t"em "appen
! Are self-directed and follo+ t"roug" on actions
! Ta*e pride in doing ualit +or*
! Participate and communicate +it" t"e team
! Pro#ide constructi#e feed$ac* to eac" ot"er
! Old saing T"ere0s no B in T%AM
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 10/28
Part 3 - Project Teams & Conflict
Team 1uilding Bdeas
! %ncourage sociali7ing among team mem$ers
",
! ocate team mem$er +or* areas close toget"er
",! Periodicall "old team meetings; as opposed to
project meetings; to discuss ideas for t"e team
to $e more effecti#e
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 11/28
Part 3 - Project Teams & Conflict
Management 'tles
Project managers must delegate responsi$ilities;
coordinate +or*; and super#ise and moti#ate
team mem$ers
Most people $elie#e t"at a participative management stle +or*s $est +it" project teams
T"is stle gi#e more empo+erment to team
mem$ers and allo+s t"em to $e more self-
directed
A participati#e stle +it" team empo+erment
reuires less super#ision $ t"e PM
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 12/28
Part 3 - Project Teams & Conflict 2
Project Team %/ercise
The Madison Project case
! i#ide into groups
! (ead case D minE
! Assignment D25 minE 9 '"ould t"e *e people $e supported to preser#e t"e
team during t"e lull period,
9 "at s"ould )anc i do no+,
9 From )anc0s perspecti#e; +"at could s"e "a#e done
differentl to a#oid "a#ing t"e management reser#e
fund $eing s+ept a+a $ "er $oss,
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 13/28
Part 3 - Project Teams & Conflict 3
"o0s to 1lame,
Aut"orit; responsi$ilit; and accounta$ilit
T"e PM is responsi$le and accounta$le for project
success
nfortunatel; t"e PM often does not "a#e
aut"orit o#er personnel or use of resources
T"is reuires t"e PM to $e creati#e and s*illful at
influencing and moti#ating ot"ers
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 14/28
Part 3 - Project Teams & Conflict 4
T"e Art of Persuasion
! Must "a#e credi$ilit +it" t"e person
! Common goals must $e found
! se <#i#id= language and compelling e#idence
! Must connect +it" t"e emotions of t"ose t"e
+ant to persuade
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 15/28
Part 3 - Project Teams & Conflict 5
Conflict and Project Management
! Conflict is ine#ita$le: PM s"ould e/pect conflict
! PM can anticipate and a#oid some conflicts:
ot"ers must $e managed and resol#ed
! PM can learn different approac"es for managing
and resol#ing conflict: it0s a learned s*ill
! Fast conflict resolution is *e to project success
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 16/28
Part 3 - Project Teams & Conflict 6
(ecent %/amples of Conflict
! .as anone $een part of a project conflict or "ad
a conflict occur in t"eir project recentl,
! Can ou $riefl descri$e t"e conflict and "o+ it+as resol#ed,
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 17/28
Part 3 - Project Teams & Conflict 8
%ffecti#e Communication
T"e PM controls t"e project communication
sstem
All parties s"ould $e *ept updated a$out t"eir
areas of interest +it" t"e project%mail; p"one calls; fa/es; meetings; letters; and
+e$sites are all useful means of communication
1 facilitating effecti#e communication +it"sta*e"olders and participants; t"e PM can a#oid
man conflicts
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 18/28
Part 3 - Project Teams & Conflict >
A 1rea*do+n in CommunicationD'ource un*no+nE
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 19/28
Part 3 - Project Teams & Conflict @
Common 'ources of Conflict
! or* scope
! (esource assignments
! 'c"edule
! Costs! Tec"nical opinions
! Priorities of resource time
! Administrati#e procedures! (esponsi$ilities
! Personalit clas"es
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 20/28
Part 3 - Project Teams & Conflict 2
'cope Creep
'cope creep refers to t"e +or* scope $eing
enlarged as t"e project progresses
'cope creep can cause conflicts due to insufficientresources or time to do t"e additional +or*
PM s"ould $e cautious a$out scope creep
A change control system can $e "elpful
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 21/28
Part 3 - Project Teams & Conflict 2
(easons for 'cope Creep
! Client +ants a different feature or additional
functionalit
! Project team comes up +it" a +a to impro#e
t"e project outcomes! 'enior management +ants t"e project to do
somet"ing e/tra
! %ngineering en"ances a design component! A ne+ tec"nolog $ecomes a#aila$le
! A ne+ go#ernment regulation is mandated
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 22/28
Part 3 - Project Teams & Conflict 22
(oot Cause of Conflict
T"e PM "as final responsi$ilit to resol#e ormanage an conflict t"at affects project success
T"e PM s"ould focus on identifing t"e root cause
of t"e conflict and not t"e smptoms; so t"econflict +ill not recur
For e/ample; suppose t+o people are elling ateac" ot"er during a meeting As*ing t"em to not
ell fi/es t"e smptom; $ut not t"e root cause oft"e conflict; +"ic" ma $e a difference of opiniona$out an issue due to different assumptions$eing made $ eac" person
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 23/28
Part 3 - Project Teams & Conflict 23
'ome (oot Causes of Conflict
! Facts People see t"e same fact from distinctl
different #ie+points
! Methods People disagree on "o+ to do
somet"ing! Goals T"e goals to+ard +"ic" people +or* are
different
! Values People differ in t"eir $asic #alues
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 24/28
Part 3 - Project Teams & Conflict 24
Functional #s sfunctional Conflict
Encourage Functional Conflict
! s"aring different opinions or points of #ie+
! de$ating t+o sides of an issue
! plaing t"e de#il0s ad#ocate! all sides s"ould s"o+ mutual respect
Resolve Dysfunctional Conflict
! ma create negati#e tension for all team mem$ers
! ma lead to irrational personalit clas"es
! situation ma get +orse and result in project dela
! resol#e as soon as possi$le
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 25/28
Part 3 - Project Teams & Conflict 25
Managing sfunctional Conflict
5 Alternati#e Approac"es to Managing Conflict
! Mediate the conflict 9 negotiate a solution 9 emp"asi7e urgenc for t"e sa*e of project success
! Arbitrate the conflict 9 impose a solution 9 do +"at is $est for project success
9 tr to allo+ $ot" sides to sa#e face
! Control the conflict 9 reduce tensions: .o+,
! Accet it 9 sometimes; learn to +or* around it
! Eliminate the conflict 9 if no longer tolera$le 9 remo#e one or $ot" mem$ers from team
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 26/28
Part 3 - Project Teams & Conflict 26
Personal Conflict 'tles
! Avoiding 9 not raising or addressing t"e conflict issue
! Accommodating 9 see*ing to satisf t"e ot"er person0s
concerns at t"e e/pense of our o+n
! Competing 9 using +"ate#er seems appropriate to +inour o+n position
! Collaborating 9 +or*ing +it" t"e ot"er person to find a
solution t"at full satisfies $ot" our o+n concerns and
t"ose of t"e ot"er person
! Compromising 9 see*ing a middle-ground position t"at
pro#ides partial satisfaction for $ot" parties
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 27/28
Part 3 - Project Teams & Conflict 28
)egotiation '*ills
! T"e PM must freuentl negotiate on different
issues +it" different parties
! )egotiating is an art; and ou get $etter +it"
practice! Bt0s $etter if $ot" parties feel good a$out t"e
negotiation e/perience after it0s o#er ",
! ?ood interpersonal s*ills can $e "elpful inma*ing t"e ot"er part feel o*a +it" t"e results;
e#en if t"e are not just +"at t"e +anted
7/26/2019 Opma 5364 Part 3
http://slidepdf.com/reader/full/opma-5364-part-3 28/28
Part 3 - Project Teams & Conflict 2>
Principled )egotiationDFis"er and r; Getting to Yes; @>3E
'eparate t"e people from t"e pro$lem
2 Focus on interests; not positions
3 1efore tring to reac" agreement; in#ent
options for mutual gain
4 se o$jecti#e criteria +"en possi$le
T"e *e to finding a negotiator0s interests andconcerns is to as* <",= +"en t"e state a
position