Gl3echap11 100312080922 Phpapp02

Project Management
THE MANAGERIAL PROCESS Clifford F. Gray

Eric W. Larson
Third Edition
Chapter 11
Managing Project Teams

Copyright © 2006 The McGraw-Hill Companies. All rights reserved. PowerPoint Presentation by Charlie Cook
Copyright © 2006 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 11–
11–2
High-Performing
High-Performing Teams
Teams
• Synergy
– 1 + 1 + 1 =10 (positive synergy)
– 1 + 1 + 1 =2 (negative synergy)
• Characteristics of High-performing Teams
• Share a sense of common purpose
• Make effective use of individual talents and expertise
• Have balanced and shared roles
• Maintain a problem solving focus
• Accept differences of opinion and expression
• Encourage risk taking and creativity
• Sets high personal performance standards
• Identify with the team
11–3
The
The Five-Stage
Five-Stage Team
Team Development
Development Model
Model
FIGURE 11.1
11–4
Conditions
Conditions Favorable
Favorable to
to the
the Development
Development
of
of High
High Performance
Performance Project
Project Teams
Teams
• Ten or fewer team members • Members report only to the
project manager
• Voluntary team membership
• All relevant functional areas
• Continuous service on the
are represented on the team
team
• The project has a compelling
• Full-time assignment to the
objective
team
• Members are in speaking
• An organization culture of
distance of each other
cooperation and trust
11–5
The
The Punctuated
Punctuated Equilibrium
Equilibrium Model
Model
of
of Group
Group Development
Development
FIGURE 11.2
11–6
Creating
Creating aa High-Performance
High-Performance Project
Project Team
Team
FIGURE 11.3
11–7
Building
Building High-Performance
High-Performance Project
Project Teams
Teams
• Recruiting Project Members
– 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
11–8
Project
Project Team
Team Meetings
Meetings
Managing
Managing Establishing
Establishing
Subsequent
Subsequent Ground
GroundRules
Rules
Meetings
Meetings
Conducting
Conducting
Relationship
Relationship Planning
Planning
Decisions Project
Project Decisions
Decisions Decisions
Meetings
Meetings
Managing
Managing Tracking
Tracking
Change
Change Decisions
Decisions
Decisions
Decisions
11–9
Establishing
Establishing aa Team
Team Identity
Identity
Effective
EffectiveUse
Use
of
ofMeetings
Meetings
Co-location
Co-locationof
of
team members
team members
Creation
Creationof
ofproject
project
team
teamname
name
Team
Teamrituals
rituals
11–10
Requirements
Requirements for
for an
an Effective
Effective Shared
Shared Vision
Vision
FIGURE 11.4
11–11
Managing
Managing Project
Project Reward
Reward Systems
Systems
• Group Rewards
– Who gets what as an individual reward?
– How to make the reward have lasting significance?
– How to recognize individual performance?
• Letters of commendation
• Public recognition for outstanding work
• Desirable job assignments
• Increased personal flexibility
11–12
Orchestrating
Orchestrating the
the Decision-Making
Decision-Making Process
Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
11–13
Managing
Managing Conflict
Conflict within
within the
the Project
Project Team
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 unthinkable alternative
• Managing Dysfunctional Conflict
– Mediate the conflict.
– Arbitrate the conflict.
– Control the conflict.
– Accept the conflict.
– Eliminate the conflict.
11–14
Conflict
Conflict Intensity
Intensity Over
Over the
the Project
Project Life
Life Cycle
Cycle
FIGURE 11.5
11–15
Rejuvenating
Rejuvenating the
the Project
Project Team
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.
• Formal Techniques
– Hold a 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.
11–16
Managing
Managing Virtual
Virtual Project
Project Teams
Teams
• Challenges:
– Developing trust
• Exchange of social information.
• Set clear roles for each team member.
– Developing effective patterns of communication.
• Include face-to-face if at all possible.
• Keep team members informed on how the overall project is
going.
• Don’t let team members vanish.
• Establish a code of conduct to avoid delays.
• Establish clear norms and protocols for surfacing assumptions
and conflicts.
11–17
24-Hour
24-Hour
Global
GlobalClock
Clock
FIGURE 11.6
11–18
Project
Project Team
Team Pitfalls
Pitfalls
Bureaucratic
Bureaucratic
Groupthink
Groupthink Bypass
BypassSyndrome
Syndrome
Team
TeamSpirit
SpiritBecomes
Becomes
Going
GoingNative
Native Team
TeamInfatuation
Infatuation
11–19
Key
Key Terms
Terms
Brainstorming
Dysfunctional conflict
Functional conflict
Groupthink
Nominal group technique (NGT)
Positive synergy
Project kickoff meeting
Project vision
Team building
Team rituals
Virtual project team
11–20

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Project Management

THE MANAGERIAL PROCESS Clifford F. Gray

Managing Project Teams

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