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Chapter 5

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20 views11 pages

Chapter 5

Uploaded by

jonnadeloju
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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4:09 PM

Chapter 5
Leading and Managing Project Teams

Acquiring the Project Team

Pre-assignment of Negotiation for Project On-Boarding Project


Project Team Members Team Members Team Members

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4:09 PM

Acquiring the Project Team

Some core team members may be added after planning


Subject matter experts (SMEs) may be added after planning
Acquiring the project team involves pre-assignment, negotiation, and on-boarding.

Pre-assignment of Project Team Members

Include the implementers in planning when possible


 More details may be considered
 Greater buy-in and enthusiasm
 Ensures they are available when needed
Bringing SMEs on board early may be costly

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4:09 PM

Negotiation for Project Team Members

PM may need to negotiate with the functional manager


Develop good relationships with functional managers
Most projects will have a combination of experienced and inexperienced
resources
PMs may need to persuade a worker to work on their project.
PM wants to sell the person on the project.
Core team members often need to be excellent generalists
May need to recruit outside the parent organization

On-Boarding Project Team Members

On-board core team members during chartering


Ensure members understand the project at a high level  enthusiastic
Learn members’ personal motives
Assign members to specific activities
Develop a plan for members’ personal improvement

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4:09 PM

Develop Project Team

Stages of Project Team Development


Characteristics of High-Performing Project Teams
Assessing Individual Member Capability
Assessing Project Team Capability
Building Individual and Project Team Capability
Establishing Project Team Ground Rules

Project Team Progression Through Development Stages

Forming - develop team operating methods


Storming – stress at the magnitude of the project
Norming – feel part of the team
Performing – feel close to team mates
Adjourning – feeling of loss when team disbands

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Stages of Project Team Development

Most teams will still spend Some teams get “stalled” Setbacks for project teams PM can help team through
at least some time in most in an early stage and do can occur stages by understanding
stages not progress relationship issues and
tendencies

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High need for achievement


Understanding/acceptance of
responsibility
Commitment to self-directed behavior
Characteristics Put project needs before their own
– Personal needs/desires (professionally)
Willingness to consider alternative
Values views
Personal commitment to project

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4:09 PM

Characteristics-Agile teams

Agile teams are: 7 Desirable traits of Agile teams:


Self-managed 1. Question everything
2. Focus on innovation
Focused on project goals
3. Fail their way to success
Strong communicators 4. Communicate thoughts & ideas
Able to make decisions quickly 5. Deliver value
6. Change incrementally
Responsible 7. Connect with their purpose
Willing to trust their instincts

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Assessing Project Team Capability

Project teams with strong leadership are more likely to be successful


Effective team leadership leads to mutual trust, respect, & credibility
Cross-functional cooperation & support helps guide project through turbulent times
Planning & executing effective two-way communications is a major key to success
Staff the project with a combination of experienced & less-experienced members
People work hard and enthusiastically if they find their work stimulating & believe they will be rewarded for it.

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4:09 PM

Project Team Capability Building Cycle

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Managing the Project Team

Managing & Leading Project team includes:


 Keeping tabs on what is happening
 Assessing human performance in comparison with plans
 Taking action to get team back (or keep it) on track
 Motivating individuals & team as a whole
 Improving continually methods used
 Improving continually participants’ capability & satisfaction

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4:09 PM

Assessing Performance of Individuals & Project Teams

Goals of performance assessments


Rewards & promotions
Determination of areas for improvement.
Assessment can be informal & formal
Informal - observing, asking questions, providing suggestions.
Formal - responsibility of the direct manager (PM should offer input!).

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Relationship Building Within the Core Team

SHARE MOTIVES SHARE LEARNING ENCOURAGE CELEBRATE JOINTLY


COMMUNICATION SUCCESS ESTABLISH
AGENDAS

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4:09 PM

Managing Project Conflicts

Sources of Project Conflict


Conflict Resolution Process & Styles
Negotiation

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Sources of Project Conflict

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4:09 PM

Conflict Resolution Process

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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4:09 PM

Negotiation

About redefining a relationship that is not working or establishing new relationship


Project managers are accountable for performance  not people
Everyone the PM negotiates with has their own set of issues & goals.
Project management tools make negotiation easier
Negotiate towards a win-win solution.

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New project team members need to be on-boarded


 Preferable to have core team help with planning/chartering
 SME’s generally only included as-needed
PMs use understanding of development stages to guide their
team to better performance.
Employ ground rules for improving relationships & processes

Summary PMs monitor & control the human side of the project.
PM often lacks legitimate power & must rely on other forms of
power
PMs use general conflict reduction techniques
Virtual and global teams add communication challenges
Different cultures offer communication challenges
Consider appropriate communications technologies

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