Republic of the Philippines

CAMARINES NORTE STATE COLLEGE

F. Pimentel Avenue, Brgy. 2, Daet, Camarines Norte – 4600, Philippines

PELEC 5

INTRODUCTION TO PROJECT
MANAGEMENT

MODULE 3

MARY ANGENETH A. PENA

 Module 3: Meeting Needs & Building Teams Client
Contents:

 Values and Expectations

 Dealing with Problems
 Working with Individuals, Groups, and Teams
 Project Culture

Objectives:

 Describe what the client needs to know about changes in management style during different
phases of a project
 Explain the importance of individual strengths and contributions in a team environment
 Identify characteristics of a positive project culture
 Develop strategies to promote effective communication in diverse teams

A. Values and Expectations

To appreciate the skill and effort expended by the project team in achieving the objectives of the
project, the client needs to know more about what the team does.

Educate the Client from the Beginning

Often the client does not have the project management experience of the project manager or
project team. An experienced project manager understands the phases of the project and the
requirements of the different phases. A less experienced client may become frustrated at the
changes in the management approach required for the different phases of the project. For
example, during the early phases, the project leadership is encouraging creative approaches to
accomplishing the project goals. As the project proceeds and the project plan becomes more firm,
the project leadership focuses on accomplishing the project goals. The types of meetings, the
agenda of the meetings, and the general project atmosphere change as the project moves from
the planning phase to the production mode of the execution phase of the project.

During the last phases on a project, project team members are often tired and beginning to
anticipate the transition that will take place at the end of the project. The motivational approach
that worked during the early phases of the project is less effective during the final phases, and the
project manager applies different approaches to motivating the project team. These changes can
be disconcerting on a person’s first project. By explaining what to expect and planning with the
client a process to minimize the impact of these changes, the project manager prepares the client
for these events and reduces the frustration.

 The project manager’s style changes with each phase of the project. The client could be
surprised when the style changes from one that is open to any new idea in the initiation
phase to a more task-oriented style during execution or a more demanding style during
closeout.

 Client participation in project teams can have undue influence on decisions, but this is
offset by the buy-in of the client and the insights the client can offer when special
knowledge is needed or schedules need to be changed

Client Needs and Project Management Style Shifts

1. Understanding Shifts in Management Style:

  Project phases have distinct needs. The way a project is managed will change as it
progresses.
 Early phases often require a more collaborative and open-minded approach to gather
ideas and define project scope.
 Later phases may necessitate a more structured and task-oriented approach to ensure
efficient execution and delivery.
 Communication is key. The client should be aware of these style shifts and understand
they're a natural part of the project lifecycle.

2. Client Involvement: A Balancing Act

Advantages:
 Improved Client Buy-In: Direct involvement fosters a sense of ownership and
understanding for the client, leading to better project decisions.
 Valuable Client Expertise: Clients may possess unique domain knowledge that can
benefit the project.
 Enhanced Communication: Regular interaction reduces misunderstandings and keeps
everyone on the same page.

Disadvantages:
 Scope Creep: Client involvement might lead to last-minute changes or feature requests,
potentially affecting budget and timelines.
 Micromanagement: Excessive client involvement can hinder the project manager's ability
to lead the team effectively.
 Unrealistic Expectations: Clients may not fully understand project complexities, leading to
unrealistic expectations.

Summary:
Clients should expect the management style to adapt to the project's stage. Proactive
communication about these changes and the benefits of client involvement (along with potential
drawbacks) builds trust and sets the tone for successful collaboration.

B. Dealing with Problems

Unexpected problems are an inevitable part of any project, often causing significant stress for the
project team and stakeholders. These problems can arise from various sources, such as changes
in project scope, resource constraints, technical issues, or external factors like market changes or
regulatory shifts. The stress resulting from these problems can impact team morale, productivity,
and the overall progress of the project.

Dealing with Problems with Competence is Vital to Maintaining a Good Relationship with
Clients
Effectively managing problems is crucial for maintaining a positive relationship with clients.
Competence in problem-solving reassures clients that the project team is capable of handling
challenges and delivering the project successfully. Key strategies include:

 Proactive Communication: Keep clients informed about potential issues and their
impact on the project. Transparency helps build trust and allows clients to be part of the
problem-solving process.

 Timely Response: Address issues promptly to minimize their impact. Delaying action
can exacerbate problems and lead to client dissatisfaction.
  Solution-Oriented Approach: Focus on finding solutions rather than dwelling on the
problems. Presenting clients with actionable plans and alternatives demonstrates
competence and commitment to project success.

 Managing Expectations: Set realistic expectations about project outcomes, timelines,

and potential risks. Clients are more likely to appreciate a realistic approach than
overpromises that cannot be delivered.

 Continuous Improvement: Learn from past problems to improve future project

management practices. This demonstrates a commitment to quality and long-term client
satisfaction.

Dealing with Problems in Project Management

Dealing with problems in project management involves several key steps and strategies:

 Risk Management: Identify potential risks during the planning phase and develop
mitigation strategies. This proactive approach can help prevent some problems from
occurring and reduce the impact of others.

 Issue Tracking and Resolution: Implement an issue tracking system to document and
monitor problems as they arise. Assign responsibility for resolving each issue and set
deadlines to ensure timely action.

 Root Cause Analysis: When a problem occurs, conduct a root cause analysis to
understand its underlying causes. This helps in developing effective solutions and
preventing recurrence.

 Adaptability and Flexibility: Be prepared to adapt project plans and strategies in

response to unforeseen issues. Flexibility allows the project team to pivot and address
problems without derailing the entire project.

 Stakeholder Engagement: Involve stakeholders, including clients, in problem-solving

processes. Their input can provide valuable perspectives and contribute to finding
effective solutions.

 Team Collaboration and Support: Foster a collaborative environment where team

members feel supported and empowered to address problems. Encourage open
communication and collective problem-solving.

 Contingency Planning: Develop contingency plans for critical aspects of the project.
Having backup plans in place can help the project team respond quickly and effectively to
unexpected problems.

 Regular Monitoring and Review: Continuously monitor project progress and review
potential issues during regular meetings. Early detection of problems allows for quicker
resolution.
 By effectively managing unexpected problems and stress, project managers can ensure
smoother project execution, maintain strong client relationships, and enhance the likelihood of
project success.

C. Working with Individuals, Groups, and Teams

Essential Skills for Project Management Success: From Individuals to Teams

Effective project management goes beyond just tasks and schedules. It's about working
effectively with people to achieve a common goal. Here's how understanding individual and team
dynamics plays a crucial role in project success:

1. Working with Individuals and Emotional Intelligence (EQ):

Project managers interact with a diverse range of people - team members, stakeholders, clients.
Understanding individual needs, motivations, and emotional states is key to building trust and
fostering collaboration.

Emotional intelligence allows a project manager to:

 Manage their own emotions under pressure.
 Empathize with team members and address their concerns.
 Motivate individuals to perform at their best.

2. Personality Types and Leadership Styles:

 Different people have different work styles and preferences. Recognizing personality
types (e.g., Myers-Briggs) can help a project manager tailor their approach to better
engage each team member.
 Effective leadership styles adapt to the project phase and team dynamics.
 A directive style might be necessary in the initial stages for setting clear goals.
 A more collaborative style can be beneficial later for problem-solving and innovation.

3. Negotiation and Conflict Resolution:

 Project teams inevitably encounter disagreements and conflicting priorities. Strong
negotiation and conflict resolution skills are essential for finding win-win solutions and
keeping the project on track.
 A project manager can facilitate open communication, identify underlying issues, and
guide the team towards a mutually beneficial resolution.

4. Active Listening and Effective Delegation:

 Project managers need to actively listen to team members' ideas, concerns, and progress
reports. This promotes open communication and builds trust.
 Effective delegation empowers team members, leverages individual strengths, and frees
up the project manager's time for strategic tasks.

5. Setting Individual and Project Goals:

 SMART goal setting (Specific, Measurable, Achievable, Relevant, Time-bound) is crucial
for both individual team members and the overall project.
 Well-defined individual goals provide team members with a clear sense of direction and
purpose within the larger project framework.

Project Management Connection:

By understanding and applying these interpersonal skills, project managers can:
 Build high-performing teams with strong communication and collaboration.
  Motivate and engage team members for optimal performance.
 Successfully navigate challenges and conflicts to keep the project moving forward.
 Ultimately, deliver projects on time, within budget, and to client satisfaction.
 In essence, successful project management isn't just about managing tasks, it's about
managing people. By fostering a positive and productive work environment where
individuals feel valued and empowered, project managers can unlock the full potential of
their teams and achieve project success.

Trust - Trust is the foundation for all relationships within a project. Without a minimum level of
trust, communication breaks down, and eventually the project suffers in the form of costs
increasing and schedules slipping. Often, when reviewing a project where the performance
problems have captured the attention of upper management, the evidence of problems is the
increase in project costs and the slippage in the project schedule. The underlying cause is usually
blamed on communication breakdown. With deeper investigation, the communication breakdown
is associated with a breakdown in trust.

Filters - On projects, trust is the filter through which we screen information that is shared and the
filter we use to screen information we receive. The more trust that exists, the easier it is for
information to flow through the filters. As trust diminishes, the filters become stronger and
information has a harder time getting through, and projects that are highly dependent on an
information-rich environment will suffer from information deprivation

Contracts and Trust Relationships

The project typically begins with a charter or contract. A contract is a legal agreement that
includes penalties for any behavior or results not achieved. Contracts are based on an
adversarial paradigm and do not lend themselves to creating an environment of trust. Contracts
and charters are necessary to clearly establish, among other things, the scope of the project, but
they are not conducive to establishing a trusting project culture.

A relationship of mutual trust is less formal but vitally important. When a person or team enters
into a relationship of mutual trust, each person’s reputation and self-respect are the drivers in
meeting the intent of the relationship. A relationship of mutual trust within the context of a project
is a commitment to an open and honest relationship. There is nothing that enforces the
commitments in the relationship except the integrity of the people involved. Smaller, less complex
projects can operate within the boundaries of a legal contract, but larger, more complex projects
must develop a relationship of mutual trust to be successful

Types of Trust
Svenn Lindskold (Lindskold, 1978) describes four kinds of trust:
1. Objective credibility. A personal characteristic that reflects the truthfulness of an
individual that can be checked against observable facts.
2. Attribution of benevolence. A form of trust that is built on the examination of the person’s
motives and the conclusion that they are not hostile.
3. Nonmanipulative trust. A form of trust that correlates to a person’s self-interest and the
predictability of a person’s behavior in acting consistent in that self-interest.
4. High cost of lying. The type of trust that emerges when persons in authority raise the cost
of lying so high that people will not lie because the penalty will be too high

Managing Team Meetings

Effective management of team meetings is crucial for the success of any project. Key aspects
include:
  Planning and Agenda Setting: Establish clear objectives and an agenda for each
meeting. Share the agenda in advance to ensure participants come prepared.
 Time Management: Start and end meetings on time to respect everyone's schedule.
Allocate specific times for each agenda item to keep discussions focused and productive.
 Active Participation: Encourage all team members to contribute. Diverse perspectives
can lead to better decision-making and problem-solving.
 Action Items and Follow-Up: Clearly define action items, assign responsibilities, and set
deadlines. Follow up on these items in subsequent meetings to ensure accountability and
progress.
 Effective Communication: Use clear and concise language. Summarize key points and
decisions to ensure mutual understanding.

Types of Teams
In project management, different types of teams can be formed based on the project needs:

1. Functional Teams: Comprised of members from the same department or functional

area. These teams often focus on routine tasks and continuous operations within their
area of expertise.
2. Cross-Functional Teams: Consist of members from various departments or functional
areas. These teams bring diverse skills and perspectives, making them suitable for
complex projects requiring collaboration across different disciplines.
3. Self-Managed Teams: Operate with a high degree of autonomy. Team members take
collective responsibility for managing tasks and achieving goals without direct
supervision.
4. Virtual Teams: Work remotely, often across different geographic locations. These teams
rely heavily on digital communication tools to collaborate and coordinate efforts.

Qualitative Assessment of Project Performance

Qualitative assessments provide valuable insights into project performance that quantitative
metrics might miss:

 Stakeholder Feedback: Gather input from stakeholders to gauge their satisfaction and
identify areas for improvement. This can include formal surveys, interviews, and informal
conversations.
 Team Morale and Dynamics: Assess the overall morale and dynamics of the project
team. High morale often correlates with higher productivity and better outcomes.
 Quality of Deliverables: Evaluate the quality of project deliverables through peer reviews,
audits, and inspections. Quality assessments help ensure that the project meets required
standards and specifications.
 Lessons Learned: Conduct lessons learned sessions to capture insights from the project
team. This information can inform future projects and improve overall project
management practices.

Developing a Project Story

A project story narrates the journey of the project, highlighting key events, challenges, and
achievements:

 Initiation and Planning: Describe the initial concept, objectives, and planning phase.
Highlight the project's vision, goals, and the strategies developed to achieve them.
  Execution and Monitoring: Detail the execution phase, including significant milestones,
challenges encountered, and how they were overcome. Include anecdotes and examples
to illustrate the team's efforts and problem-solving skills.

 Closure and Outcomes: Summarize the project's completion, including the final
deliverables, outcomes, and stakeholder feedback. Reflect on the project's impact and
the lessons learned.

Summary and Relation to Project Management

 Managing Team Meetings: Efficiently managed meetings facilitate clear communication,
decision-making, and progress tracking, which are essential for keeping a project on
track and ensuring team alignment.

 Types of Teams: Understanding different team structures allows project managers to

leverage the appropriate team dynamics for specific project needs, enhancing
collaboration and effectiveness.

 Qualitative Assessment of Project Performance: Qualitative assessments complement

quantitative metrics by providing a deeper understanding of project success, stakeholder
satisfaction, and areas for improvement.

 Developing a Project Story: Crafting a project story helps in documenting the project's
journey, capturing valuable insights, and communicating the project's value to
stakeholders. It also serves as a learning tool for future projects.

D. Project Culture

Characteristics of Project Culture

A project culture represents the shared norms, beliefs, values, and assumptions of the project
team. Understanding the unique aspects of a project culture and developing an appropriate
culture to match the complexity profile of the project are important project management abilities.

Culture is developed through the communication of

 the priority
 the given status
 the alignment of official and operational rules

Official rules are the rules that are stated, and operational rules are the rules that are enforced.
Project managers who align official and operational rules are more effective in developing a clear
and strong project culture because the project rules are among the first aspects of the project
culture to which team members are exposed when assigned to the project

In addition to official and operational rules, the project leadership communicates what is important
by the use of symbols, storytelling, rituals, rewards or punishments, and taboos.

Culture guides behavior and communicates what is important and is useful for establishing
priorities. On projects that have a strong safety culture, team members feel free to challenge
anyone who breaks a safety rule, even managers. The safety aspects of culture are stronger than
the cultural aspects of the power of management

Culture of Stakeholders
When project stakeholders do not share a common culture, project management must adapt its
organizations and work processes to cope with cultural differences. The following are three major
aspects of cultural difference that can affect a project:
1. Communications
2. Negotiations
3. Decision making

Communication is perhaps the most visible manifestation of culture. Project managers encounter
cultural differences in communication in language, context, and candor. Language is clearly the
highest barrier to communication. When project stakeholders do not share the same language,
communication slows down and is often filtered to share only information that is deemed critical.
The barrier to communication can influence project execution where quick and accurate
exchange of ideas and information is critical.

The interpretation of information reflects the extent that context and candor influence cultural
expressions of ideas and understanding of information. In some cultures, an affirmative answer to
a question does not always mean yes. The cultural influence can create confusion on a project
where project stakeholders share more than one culture.

Not all cultural differences are related to international projects. Corporate cultures and even
regional differences can create cultural confusion on a project.

Innovation on Projects
The requirement of innovation on projects is influenced by the nature of the project. Some
projects are chartered to develop a solution to a problem, and innovation is a central ingredient of
project success. A project to develop a vaccine in response to a recent flu outbreak is an example
of a project where innovation is important to achieving the purpose of the project.

Innovation is also important to developing methods of lowering costs or shortening the schedule.
Traditional project management thinking provides a trade-off between cost, quality, and schedule.
A project sponsor can typically shorten the project schedule with an investment of more money or
a lowering of quality. Finding innovative solutions can sometimes lower costs while also saving
time and maintaining the quality.

Innovation is a creative process that requires both fun and focus. Fun reduces the amount of
stress on the project. Stress is a biological reaction to perceived threats. Stress, at appropriate
levels, can make the work environment interesting and even challenging. Many people working
on projects enjoy a high stress, exciting environment. When the stress level is too high, the
biological reaction increases blood flow to the emotional parts of the brain and decreases the
blood flow to the creative parts of the brain, making creative problem solving more difficult.
Project managers recognize the benefits of balancing the stress level on the project with the need
to create an atmosphere that enables creative thought

References:
 Watt, Adrienne. Project Management (2 nd Edition)
 Project Management Institute. (2017). A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (6th ed.). Project Management Institute.
 Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling,
and Controlling (12th ed.). Wiley.
 Lewicki, Roy J., David M. Saunders, and John W. Minton. Negotiation: Theories,
Processes, and Practices. McGraw-Hill Education, 2015