CONTENT: Effective team characteristics. Managing project teams. How to recruit project members? Challenges in managing teams?
Project team conflict.
SPEAKERS PROFILE: Mrs. SASI REKHA, she completed her [Link] (CIVILENGINEERING) and pursuing Master of Business Administration in MARKETING & FINANCE. She worked as a PROJECT MANAGER from 2009 to 2010. She is an Entrepreneur.
Main reference: Gray & Larson, 2006, Ch 11.
Effective Team Characteristics
What is a Team?
A team
is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).
Teamwork
is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization
Team-building is high interaction among group members to increase trust and openness
Effective Team Characteristics
1. Project Team Size
2. Common Characteristics
Project Team Size Performance is based on balance of members carrying out roles and meeting social and emotional needs
Project teams of 5 to 12 members work best
There are problems you encounter as size increases
1.
It gets more difficult to interact with and influence the group Individuals get less satisfaction from their involvement in the team People end up with less commitment to the team goals It requires more centralized decision making There is lesser feeling as being part of team
2.
3.
4.
5.
Assigning more programmers to a project running behind schedule will make it even later, due to the time required for the new programmers to learn about the project, as well as the increased communication overhead.
- Fred Brooks
Common Characteristics of High Performing Teams
Goals are clearly defined and matched with measurable outcomes
Accurate effective 2-way communication
Leadership is shared and participation encouraged
Effective decision making and problem solving
Diverse backgrounds and experience
Cooperation and collaboration
They share a common identity
Managing Project Teams
Project managers must lead their teams in performing various project activities
After assessing team performance and related information, the project manager must decide:
if changes should be requested to the project if corrective or preventive actions should be recommended if updates are needed to the project management plan or
organizational process assets
Develop your team
Develop your team
Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic teambuilding stages Limit the size of work teams to five to twelve members Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual 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 only to the project manager Functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other
Recruiting Project Members
How to recruit?
ask for volunteers
Who to recruit?
problem-solving ability technological expertise credibility political connections ambition, initiative, and energy
Figure 11.32 Creating a High-Performance Project Team
(Gray & Larson, 2006, p348)
Establishing a Team Identity
Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals
Challenges of Managing Virtual Teams
Challenges of Managing Virtual Teams
Developing trust exchange of social information set clear roles for each team member
Challenges of Managing Virtual Teams
Developing effective patterns of communication include face-to-face if at all possible keep team members informed on how the overall project is going dont let team members vanish establish a code of conduct to avoid delays establish clear norms and protocols for surfacing assumptions and conflicts
Project Team Conflict
Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devils advocate ask the team to consider an alternative
Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devils advocate ask the team to consider an alternative
Managing Dysfunctional Conflict mediate the conflict arbitrate the conflict control the conflict accept the conflict eliminate the conflict
Horodyski, K. (1995). Managing and developing teams. Footscray, Vic.: Open Training Services.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn and Bacon. Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney: Prentice-Hall
Title page pic care of atomicShed & CC @ Flickr
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