CONTEMPORARY PROJECT MANAGEMENT, 4E

Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells

© 2019 Cengage Learning. All Rights

1
Chapter 5

Leading and Managing Project Teams

© 2019 Cengage Learning. All Rights

2
Chapter 5 Core Objectives:

• Describe stages of team development and strategies to move teams

through the project life cycle.

• Describe characteristics of a high-performing project team; assess your

team and how it can improve.

• Describe methods of team decision-making and when each type is most

effective.

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter 5 Behavioral Objectives:

• Explain how to utilize and improve the project team relationship.

• Describe types of project management power and when each is appropriate.

• Describe sources of project conflict, how to resolve conflict, and a negotiating

process.

• Summarize how to develop high-performance traditional and virtual teams.

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Gallup Consulting

“Gallup has studied more than 6 million people, and we have found that individuals
have much more potential for growth and productivity in areas of great talent than
areas of weakness…A strengths-based approach improves team cohesion and
generates better results. We have found that high-performing teams are more likely to
match individuals’ talents to assigned tasks and emphasize individual strengths versus
seniority in making personnel decisions.”

Jim Asplund, Gallup Consulting

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in
whole or in part, except for use as permitted in a license distributed with a certain product or
service or otherwise on a password-protected website for classroom use.
Acquiring the Project Team

• Pre-assignment of Project Team Members

• Negotiation for Project Team Members
• On-Boarding Project Team Members

Acquire project team – “the process of confirming human

resource availability and obtaining the team necessary to
complete project assignments.” PMBOK® Guide

© 2019 Cengage Learning. All Rights

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.

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated,
in whole or in part, except for use as permitted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
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

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned,
or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-
protected website for classroom use.
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

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned,
or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-
protected website for classroom use.
Recruiting Team Members from Outside of the Organization

© 2019 Cengage Learning. All Rights Reserved. May not be copied,

scanned, or duplicated, in whole or in part, except for use as permitted
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

*See Exhibit 5.2

© 2019 Cengage Learning. All Rights Reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product
or service or otherwise on a password-protected website for
classroom use.
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

© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-
protected website for classroom use.
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

*See Exhibits 5.3 & 5.4

© 2019 Cengage Learning. All Rights Reserved. May not be copied,

scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service
or otherwise on a password-protected website for classroom use.
Stages of Project Team Development

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

Develop project team – “the process of improving the competencies,

team interaction, and overall team environment to enhance project
performance.” PMBOK® Guide
© 2019 Cengage Learning. All Rights Reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for use
as permitted in a license distributed with a certain product or
service or otherwise on a password-protected website for
classroom use.
Characteristics of High-Performing Project Teams

➢ Ideals toward
which PM guides
team
➢ Useful tool =
Project charter

© 2019 Cengage Learning. All Rights

Characteristics – Personal Values

• High need for achievement

• Understanding/acceptance of responsibility
• Commitment to self-directed behavior
• Put project needs before their own needs
• Willingness to consider alternative views
• Personal commitment to project.

© 2019 Cengage Learning. All Rights

Characteristics – Team Behavior Methods

• The right skill mix

• Help each other
• Constant focus on improvement
• Effective time and meeting management
• Strive for innovation
• Capture, share, and use lessons learned

© 2019 Cengage Learning. All Rights

Characteristics – Communications Methods

• Share information freely and widely

• Discuss important topics openly
• Report potential problems proactively
• Conduct frequent debriefings
• Overcome barriers
• Conflict over approaches is okay; personal conflict is not

© 2019 Cengage Learning. All Rights

Characteristics – Project Methods

• Agree on common goals and objectives

• Jointly plan the project
• Use charter to guide joint decision making
• Work together to accomplish activities.
• Proactively identify/ solve problems.
• Hold each other mutually accountable

© 2019 Cengage Learning. All Rights

Characteristics – Feelings For Team Members

• Recognize interdependence
• Show flexibility for how members contribute to the project
• Share risks with teammates & tolerate minor mistakes
• Understand, appreciate, like, & trust each other
• Share in strong project leadership

© 2019 Cengage Learning. All Rights

Characteristics – Personal Rewards

• Enjoyment of work
• High spirit & team morale
• Pride in being part of the team
• Satisfaction in project accomplishments

© 2019 Cengage Learning. All Rights

Characteristics – Project Results

• Persevering despite challenges

• Producing high-quality results
• Consistently meeting or exceeding stakeholder expectations

© 2019 Cengage Learning. All Rights

Characteristics-Agile teams

Agile teams are: 7 Desirable traits of Agile teams:

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

© 2019 Cengage Learning. All Rights

Assessing Individual Member Capability

1. Activity-specific knowledge and skills

Necessary to be strong
2. Personal planning and control
individual performers
3. Personal learning
4. Organizational understanding
Necessary to be valuable
5. Interpersonal skills and sensitivity team players

© 2019 Cengage Learning. All Rights

Assessing Project Team Capability *See Exhibit 5.7

• 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.

© 2019 Cengage Learning. All Rights

Building Individual and Project Team Capability

1. Demonstrate personal leadership.

2. Utilize project management tools.
3. Demand situational leadership.
4. Create a desirable team identity.
5. Teach personal responsibility.
6. Develop understanding & respect.
7. Use a learning cycle.

© 2019 Cengage Learning. All Rights

Project Team Capability Building Cycle

Cycle repeated:
➢ Within project stages
➢ At key milestones
➢ From project to
project

© 2019 Cengage Learning. All Rights

Establishing Project Team Ground Rules

Ground rules are acceptable

behaviors adopted by a project
team to improve working
relationships, effectiveness, &
communication.

© 2019 Cengage Learning. All Rights

Manage 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

© 2019 Cengage Learning. All Rights

Manage Project Team

• Project Manager Power & Leadership

• Assessing Performance of Individuals & Project Teams
• Project Team Management Outcomes

Manage project team – “the process of tracking team

Member performance, providing feedback, resolving
issues, and coordinating changes to optimize project
performance.” PMBOK® Guide

© 2019 Cengage Learning. All Rights

Project Manager Power and Leadership

• PMs often have less legitimate power than other managers.

• Stimulating work is a powerful reward.
• Team members may work for PM out of personal desire.
• PM’s reputation for success may encourage hard work.
• Distribute information promptly & accurately according to the
communication plan.
• PMs can use the power of the sponsor when necessary.

© 2019 Cengage Learning. All Rights

Types of Project Manager Power

© 2019 Cengage Learning. All Rights

Breakout session!

Give an example you have seen of each type of

power described in Exhibit 5.10

© 2019 Cengage Learning. All Rights

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!).

© 2019 Cengage Learning. All Rights

Project Team Management Outcomes

PM power,
communication,
appraisal, How much detail is
management needed?

Poor appraisals,
insufficient progress,
conflict,
reassignment

© 2019 Cengage Learning. All Rights

Project Team Management Outcomes

Coercive power
as last resort

Documented
Living document

© 2019 Cengage Learning. All Rights

Relationship Building Within the Core Team

Encourage
Share motives communication
Jointly establish
agendas

Celebrate
Share learning success Share
enjoyment

Use appropriate decision making

strategies

© 2019 Cengage Learning. All Rights

© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom
use.
Project Decision-Making Guide

© 2019 Cengage Learning. All Rights

© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom
use.
Managing Project Conflicts

• Sources of Project Conflict

• Conflict Resolution Process & Styles
• Negotiation

© 2019 Cengage Learning. All Rights

Sources of Project Conflict

© 2019 Cengage Learning. All Rights

Sources of Project Conflict

• Conflict over how to proceed

• Conflict over how to complete a project
• Competition for ideas

• Personal conflict
• Deal with conflict on projects promptly—or even proactively.
• Relationship conflict
• Prolonged Task conflict
© 2019 Cengage Learning. All Rights
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.

© 2019 Cengage Learning. All Rights

Styles of Handling Project Conflict

© 2019 Cengage Learning. All Rights

Breakout Session!

1. Identify & categorize conflicts that have happened on your projects.

2. Describe how conflict was resolved & if you think you could have used an
alternate conflict resolution style.

© 2019 Cengage Learning. All Rights

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.

© 2019 Cengage Learning. All Rights

Negotiation Process

© 2019 Cengage Learning. All Rights

Virtual Teams (also known as “Distributed Teams”)

• Team members are physically dispersed

• Time boundaries are crossed
• Communication technologies are used (rarely meet in person)
• Cultural, organizational, age, gender, & functional diversity are present

© 2019 Cengage Learning. All Rights

Challenges for Virtual and Global Project Teams

© 2019 Cengage Learning. All Rights

Summary

• 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
• 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
© 2019 Cengage Learning. All Rights
 PMBOK Exams

• Most “soft skill” questions will pertain to a mock scenario, so be ready to

apply techniques & best practices from this chapter
• Any time you are asked about making a change to a project after the charter
has been ratified (meaning you are beyond the Initiating project phase), the
correct answer will be related to using the integrated change process…in
other words, never agree to a change at this point without going through the
proper procedure first!

© 2019 Cengage Learning. All Rights

Casa de Paz Development Project

• What actions can guide the team through stages of team development?

• What would be helpful to include in a team charter and why?

• Construct a RACI chart with major tasks and the type of person to do each.

• List decisions that will need to be made and the person or method you
suggest for making each.

© 2019 Cengage Learning. All Rights

Centralizing Planning and Control After Many Acquisitions
PM IN ACTION

• HR created a process improvement team

• Communication plan was drafted and a conference held to develop buy-in
• Schedule reflected the high-level WBS
• Centers of Excellence were identified
• Workshop artifacts were used to define the “as is” and “to be” process
states
• New design presented for implementation and buy-in

© 2019 Cengage Learning. All Rights

Centralizing Planning and Control After Acquisitions
PM IN ACTION

Create a strong Seek Maintain

vision requirements from consistent
Recognize
customers sponsorship
Forming, Storming,
Norming,
Performing stages

Respect, empower, Communicate –

and engage all in a Leverage the make everything
change initiative value of diversity an open book

© 2019 Cengage Learning. All Rights