Project Management
Quản lý Dự án
Dr. TRAN QUYNH LE
Dr. NGUYEN DUC DUY
Industrial Systems Engineering Department
Mechanical Engineering Faculty
Ho Chi Minh City University of Technology (HCMUT)–
VNUHCM
Chapter 11
Managing Project Teams
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LEARNING OUTCOME
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Where We Are Now
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High-Performing Teams
▪ Characteristics of High-performing Teams
1. Share a sense of common purpose
2. Make effective use of individual talents and expertise
3. Have balanced and shared roles
4. Maintain a problem solving focus
5. Accept differences of opinion and expression
6. Encourage risk taking and creativity
7. Set high personal performance standards
8. Identify with the team
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The Five-Stage Team Development Model
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Conditions Favoring Development of High
Performance Project Teams
▪ Ten or fewer team members
▪ Voluntary team membership
▪ Continuous service on the team
▪ Full-time assignment to the team
▪ An organization culture of cooperation and trust
▪ Members report solely to the project manager
▪ All relevant functional areas are represented on the team
▪ The project involves a compelling objective
▪ Members are in close communication with each other
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The Punctuated Equilibrium Model of Group Development
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Creating a High-Performance Project Team
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Building High-Performance Project 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
➢ Lesser Familiarity
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Project Team Meetings
Managing
Establishing
Subsequent
Ground Rules
Meetings
Conducting
Relationship Planning
Decisions Project Decisions
Meetings
Managing Change Tracking
Decisions Decisions
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Norms of High-performance Teams
▪ Confidentiality is maintained; no information is shared outside the team
unless all agree to it.
▪ It is acceptable to be in trouble, but it is not acceptable to surprise others.
Tell others immediately when deadlines or milestones will not be reached.
▪ There is zero tolerance for bulling a way through a problem or an issue.
▪ Agree to disagree, but when a decision has been made, regardless of
personal feelings, move forward.
▪ Respect outsiders, and do not flaunt one’s position on the project team.
▪ Hard work does not get in the way of having fun.
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Establishing a Team Identity
Effective Use
of Meetings
Co-location of
team members
Creation of project
team name
Team rituals
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Requirements for an Effective Shared Vision
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Managing Project Reward 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
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Orchestrating the Decision-Making Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
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Managing Conflict within the Project 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.
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Sources of Conflict over the Project Life Cycle
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Rejuvenating the Project 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.
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Managing Virtual Project Teams
▪ Challenges:
• Developing trust
➢ Exchange of social information.
➢ Set clear roles for each team member.
• Developing effective patterns of communication.
➢ 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.
➢ Share the pain.
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24-Hour Global Clock
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Project Team Pitfalls
Bureaucratic
Groupthink
Bypass Syndrome
Team Spirit Becomes
Going Native
Team Infatuation
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Key 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
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