13-leading & managing project team

8/3/2019 13-Leading & Managing Project Team

1/51

2009 South-Western, a part of Cengage Learning

Leading and ManagingProject Teams

Chapter 13

Project Management: A ContemporaryApproach

Kloppenborg


2/51

At the end of this chapter

Describe stages of team development and relatethem to stages in the project life cycle.

Describe characteristics of a high performing

project team and determine whichcharacteristics your team can improve.

Assess your individual capability and describehow to improve to be more helpful to your

project.

Assess your teams capability and describe howto improve to be more helpful to your project.


3/51

At the end of this chapter

Explain how to utilize several of the project teamrelationship and process ground rules toimprove a project team.

Describe different methods for project teamdecision making and under what circumstanceseach is most appropriate.

Manage your project team and stakeholdersincluding conflict management.


4/51

Acquiring the Project Team

Some core team members may be added afterplanning

Subject matter experts (SMEs) may be added

after planning Acquiring the project team involves

preassignment, negotiation, and on-boarding.

Acquire project teamthe process of obtaining humanresources needed to complete the project. PMBOK Guide


5/51

Preassignment of Project TeamMembers

It is good for motivation to include theimplementers in planning when possible

When the people who will actually perform the

work help to plan it, many more details may beconsidered

Assign project team members early to be surethey are available when needed

Bringing SMEs on board early may be costly


6/51

Negotiation for Project TeamMembers

A project manager (PM) may need to negotiate with thefunctional manager and/or a worker directly to secure hisservices for a project.

Wise PMs often develop good relationships withfunctional managers so it is easier to negotiate for agood worker.

Most projects will have a combination of experiencedand inexperienced resources

PMs may need to persuade a worker to work on theirproject.

The PM wants to sell the person on the project. Core team members may need to be excellent

generalists


7/51

Tatro, Inc., Strategy for RecruitingProject Team Members


8/51

On-Boarding Project TeamMembers

Ensure that the new person both understandsthe project at a high level and is enthusiasticabout being part of it

Learn about the persons personal motives -how their personal goals and project goals arealigned

Assign the new worker to specific activities and

develop a plan for personal improvement The ideal time to on-board core team members

is during chartering


9/51

Developing the Project Team

Understand stages of project team development

Understand characteristics of high-performingproject teams

Assess individual member capability

Assess project team capability

Build both individual and team capability

Establish team ground rules

Develop project teamthe process of improving thecompetencies and interaction of team members to enhanceproject performance. PMBOK Guide


10/51

Stages of Project TeamDevelopment

Most teams will still spend at least some time inmost stages

Some teams get stalled in an early stage and

do not progress Setbacks for project teams can occur

Projects are temporary endeavors some teams

may not experience some start-up stages


11/51

Stages of Project TeamDevelopment Team Member

Relationships Forming - help the new team develop teamoperating methods

Storming team members feel more stress as

they begin to understand the magnitude of theproject

Norming feel part of the team

Performing feel close to team mates Adjourning feeling of loss when team disbands


12/51

Progression Through Development Stages


13/51

Characteristics of High-PerformingProject Teams


14/51

Characteristics of High-PerformingProject Teams

Ideals toward which a project manager tries toguide his team.

Necessary personal values

High need for achievement Understanding and acceptance of personal responsibility

Commitment to self-development and self-directedbehavior

Put project needs before their own needs within reason

A willingness to consider alternative views and to change

Personal commitment to the project.


15/51

Effective Team Behavior MethodsFor Enhancing Personal Values

Team members are selected to have the right skill mix.

Team members help each other.

Team members demonstrate a constant focus on

improvement. Team members use effective time and meeting

management.

Team members strive for innovation with a minimum of

formal procedures. Team members capture, share, and use lessons

learned.


16/51

Communications Methods ForEnhancing Personal Values

Information is freely and widely shared withinand beyond the team.

All important topics are openly discussed.

Conflict over approaches is valued but personalconflict is discouraged.

Potential problems are proactively reported.

Barriers to communication are overcome.


17/51

PM Methods to Further TeamDevelopment

Agree on common goals and objectives for theproject.

Jointly plan the project.

Use the charter to guide joint decision making.

Work together to accomplish activities.

Proactively identify and solve problems.

Hold each other mutually accountable.


18/51

Appropriate Feelings For TeamMembers

Recognize how interdependent they are.

Be willing to be flexible on how each contributesto the project.

Be willing to share risks with teammates.

Understand, appreciate, like, and trust eachother.

Share in strong project leadership.


19/51

Personal Rewards

Enjoyment of their work

High spirit and team morale

Pride in being part of the team

Satisfaction in project accomplishments The other set of favorable outcomes is the following

strong project results:

Persevere despite challenges.

Produce high-quality results. Consistently meet or exceed stakeholder expectations


20/51

Assessing Individual MemberCapability

1. Activity-specific knowledge and skills

2. Personal planning and control

3. Personal learning4. Organizational understanding

5. Interpersonal skills and sensitivity


21/51

Project Team Success Factors


22/51



23/51



24/51

Assessing Project Team Capability

Working together to develop, sign, and distributethe charter greatly aids in communications andcommitment

Project teams with strong leadership are morelikely to be successful

Effective team leadership can lead to mutualtrust, respect, and credibility among all parties

Cross-functional cooperation and support helpsguide a project through turbulent situations.


25/51

Assessing Project Team Capability

Planning and executing effective two-waycommunications is a major key to a teams

success

Consider staffing the project with a combinationof experienced and less-experienced members

People work hard and enthusiastically if they find

their work stimulating and believe they will berewarded for it.


26/51

Project Team Capability BuildingCycle


27/51

Building Individual and ProjectTeam Capability

Demonstrate personal leadership. Leading by example gives team members a model to

follow

Utilize project management tools. Project managers can use project management tools

to give their team focus

Demand situational leadership. The goal is to develop multiple leaders on the project

team

Create a desirable team identity. People want to be associated with a winner


28/51

Building Individual and ProjectTeam Capability

Teach personal responsibility.

Complete their individual work on time, on budget, and correctly.

Complete their joint work responsibilities with teammates ontime, on budget, and correctly

Each team member is also responsible for improving workmethods

Develop understanding and respect.

Understanding others starts with understanding oneself

Use a learning cycle. The team uses creativity to jointly develop and consider

alternative approaches while striving to learn at each point in theprocess.


29/51

A Dozen Ground Rule Topics forProject Teams


30/51

Establishing Project Team GroundRules Relationship Topics

People who feel valued often work with muchmore enthusiasm and commitment.

Balanced input can ensure that all functions are

given the opportunity to provide input. People need to be able to trust that a sensitive

issue will not be repeated outside of the projectteam.

Ground rulesa list of acceptable and unacceptablebehaviors adopted by a project team to improve workingrelationships, effectiveness, and communication.

PMBOK Guide


31/51

Establishing Project Team GroundRules Relationship Topics

Use active listening techniques to avoidmisunderstandings

Each team mate should be worthy of the trust of

teammates Trust teammates unless one proves unworthy of

trust.

Conflict over ideas is often encouraged, whilepersonal conflict is often settled by theindividuals offline.


32/51

Establishing Project Team GroundRules Process Topics

Assign roles within the team to try to helpeveryone feel valued

Spend the most time and energy on important

issues and to delegate, postpone, or ignore lessimportant issues

Consider at least two alternative approaches

before proceeding Gather the facts instead of arguing over opinions


33/51

Establishing Project Team GroundRules Process Topics

Consider alternative decision making methods

The project manager or sponsor makes the decision.

One or two team members make the decision.

The project team uses consensus to make thedecision.

The project team votes to make the decision.


34/51

Managing and Leadingthe Project Team

Keeping tabs on what is happening

Assessing human performance in comparison withplans

Taking action to get the team back (or keep it) ontrack

Motivating both individual members and the team asa whole,

Continually improving the capability and satisfactionof both the project participants and the methodsthey use

Manage project teamthe process of tracking team memberperformance, providing feedback, resolving issues, and coordinating

changes to enhance project performance. PMBOK Guide


35/51

Types of Project Manager Power


36/51

Project Manager Power andLeadership

Project managers often have less legitimate power thanother managers.

People tend to support the things they helped to create. Stimulating work is one of the most powerful rewards.

A project team member may do work for the projectmanager out of personal desire. The project managers reputation for success may make

people more inclined to work hard on the project. Empower the core team to distribute information

promptly and accurately according to the communicationplan. Project managers can use the power of the sponsor

when necessary.


37/51

Assessing Performance ofIndividuals and Project Teams

Goals of performance assessments includerewards and promotions and determination ofareas for improvement.

Performance assessment can be both informaland formal

Informal assessments include observing, askingquestions, and providing suggestions.

Formal performance assessments are often theprimary responsibility of the direct manager.


38/51

Project Team Leadership andManagement Outcomes

Morale changes

How the project manager wields power, communicates,appraises progress, and generally manages can enhance ordetract from team morale

Quarter mile stones to inch stones A wise project manager is not going to let a project get derailed

because of one worker who is not performing well.

Staff changes

Poor appraisals, insufficient progress, conflict, necessaryreassignments, or other causes lead to necessary staff changes

Training needs


39/51

Project Team Leadership andManagement Outcomes

Discipline

Coercive power is often considered a last resort

Role clarification

The PM and all impacted workers may need to clarify roles by

detailing who is responsible for each work activity.

Issues

Issue logs serve as living documents of issues that arise in thecourse of managing the project team.

Lessons learned Resolved issues sometimes make good lessons learned if

documented and stored for easy retrieval in a knowledge base


40/51

Managing Stakeholder Expectations


41/51

Manage Stakeholders

build trust with all project stakeholders throughhonest and ethical behavior

manage effective two-way communications with

all stakeholders use lessons learned from previous

projects and previous phases of the currentproject.

Manage stakeholdersthe process of managing communicationsto satisfy the requirements of, and resolve issues with, projectstakeholders. PMBOK Guide


42/51

Managing Stakeholders

Understanding stakeholder assumptions

Different stakeholders may hold very differentassumptions

Assumptions form the basis of stakeholderexpectations.

Clarified assumptions become expectations

Reconfirm expectations by sharing planning

documents with stakeholders. Project progress reports may lead to additional

expectations


43/51

Managing Project Conflicts

Project charters may help the project core team,project manager, and sponsor head off potentialconflict between individuals.

Stakeholder analysis and communicationsplanning can identify and deal with potentialsources of conflict among the broaderstakeholders.


44/51

Typical Sources of Project Conflict


45/51

Sources of Project Conflict

Conflict over how to proceed with a project can lead tomore creative approaches

Conflict over how to complete a project with a tightschedule can also be positive.

Competition for ideas has the potential for generatingmore innovative and successful approaches

Personal conflict is negative Deal with conflict on projects promptlyor even

proactively.

Relationship conflict can be detrimental to project teamsuccess Task conflict may be useful or take away from project

progress


46/51

Conflict Resolution Process andStyles

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.


47/51

Styles of Handling Project Conflict


48/51

Negotiation

Project managers are generally heldaccountable for more performance than theyhave responsibility to direct people to perform

Everyone the PM negotiates with has their ownset of issues and goals.

Project management tools make negotiationeasier

In negotiation, the project manager and theother party attempt to reach a solution thatbenefits botha win-win solution.


49/51

Negotiation Process


50/51

Summary

New project team members, core or SMEs need to be onboarded they need to understand the project and start todevelop working relationships with their new teammembers.

As teams progress through typical stages of development,PMs use understanding of these stages andcharacteristics to guide their team to better performance.

Ground rules include rules for improving relationships

among team members and improving the process of howthe team works.

The PM must monitor and control the human side of theproject.


51/51

Summary

The PM uses appropriate forms of power in managingthe project team to obtain desired results.

PMs manage stakeholder expectations throughunderstanding

their expectations, delivering on those expectations, andcommunicating effectively

Constructive conflict over ideas often yields betterapproaches

Destructive conflict that gets personal needs to beheaded off

PMs use many general conflict reduction techniques

13-leading & managing project team

Documents