Download - Where We Are Now
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Managing Project Teams
CHAPTER ELEVEN
Student Version
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
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11–2
Where We Are NowWhere We Are NowWhere We Are NowWhere We Are Now
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11–3
High-Performing TeamsHigh-Performing TeamsHigh-Performing TeamsHigh-Performing Teams
• Synergy 1 + 1 + 1 =10 (positive synergy) 1 + 1 + 1 =2 (negative synergy)
• Characteristics of High-performing Teams1. 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. Sets high personal performance standards
8. Identify with the team
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The Five-Stage Team Development ModelThe Five-Stage Team Development ModelThe Five-Stage Team Development ModelThe Five-Stage Team Development Model
FIGURE 11.1
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11–5
Conditions Favoring Development of Conditions Favoring Development of High Performance Project TeamsHigh Performance Project Teams
Conditions Favoring Development of Conditions Favoring Development of High Performance Project TeamsHigh 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 only to the project manager
• All relevant functional areas are represented on the team
• The project has a compelling objective
• Members are in speaking distance of each other
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The Punctuated Equilibrium Model The Punctuated Equilibrium Model
of Group Developmentof Group Development
The Punctuated Equilibrium Model The Punctuated Equilibrium Model
of Group Developmentof Group Development
FIGURE 11.2
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Creating a High-Performance Creating a High-Performance Project TeamProject Team
Creating a High-Performance Creating a High-Performance Project TeamProject Team
FIGURE 11.3
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11–8
Building High-Performance Project TeamsBuilding High-Performance Project TeamsBuilding High-Performance Project TeamsBuilding High-Performance Project Teams
• Recruiting Project MembersFactors 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
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11–9
Project Team MeetingsProject Team MeetingsProject Team MeetingsProject Team Meetings
Conducting Project
Meetings
Conducting Project
Meetings
Establishing Ground Rules
Establishing Ground Rules
Planning Decisions
Planning Decisions
Tracking Decisions
Tracking Decisions
Managing Change Decisions
Managing Change Decisions
Relationship Decisions
Relationship Decisions
Managing Subsequent
Meetings
Managing Subsequent
Meetings
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11–10
Kick-off Meeting AgendaKick-off Meeting AgendaKick-off Meeting AgendaKick-off Meeting Agenda
FIGURE C11.1
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11–11
Establishing a Team IdentityEstablishing a Team IdentityEstablishing a Team IdentityEstablishing a Team Identity
Effective Use Effective Use of Meetingsof Meetings
Effective Use Effective Use of Meetingsof Meetings
Co-location of Co-location of team membersteam members
Co-location of Co-location of team membersteam members
Creation of project Creation of project team nameteam name
Creation of project Creation of project team nameteam name
Team ritualsTeam ritualsTeam ritualsTeam rituals
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Requirements for an Effective Shared Requirements for an Effective Shared VisionVision
Requirements for an Effective Shared Requirements for an Effective Shared VisionVision
FIGURE 11.4
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11–13
Managing Project Reward SystemsManaging Project Reward SystemsManaging Project Reward SystemsManaging 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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11–14
Orchestrating the Decision-Making ProcessOrchestrating the Decision-Making ProcessOrchestrating the Decision-Making ProcessOrchestrating the Decision-Making Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
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Nominal Group (Decision Making) TechniqueNominal Group (Decision Making) TechniqueNominal Group (Decision Making) TechniqueNominal Group (Decision Making) Technique
NGT• It is an orderly process for dealing with potentially inflammatory
problems. • It prevents groupthink from occurring and discourages pressures to form
to the wishes of a powerful group member. Steps:
1. Gather team members and/or stakeholders to identify the project problem at hand
2. Each member writes down his/her own solutions
3. Each presents his/her solution to the group
4. (The leader) writes these solutions on a chart
5. Continue the process until all ideas have been expressed
6. Discuss and clarify each solution as a group
7. (All members) privately rank-order their preferred solutions
8. Tally the ballot to create a rank-ordering of each solution
9. Repeat these steps to refine the list until the most preferred solution emerges
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11–16
Managing Conflict within the Project TeamManaging Conflict within the Project TeamManaging Conflict within the Project TeamManaging Conflict within the Project Team
• Encouraging Functional ConflictEncourage 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 ConflictMediate the conflict.Arbitrate the conflict.Control the conflict.Accept the conflict.Eliminate the conflict.
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Conflict Intensity Over theConflict Intensity Over theProject Life CycleProject Life Cycle
Conflict Intensity Over theConflict Intensity Over theProject Life CycleProject Life Cycle
FIGURE 11.5
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11–18
Rejuvenating the Project TeamRejuvenating the Project TeamRejuvenating the Project TeamRejuvenating the Project Team
• Informal TechniquesInstitute 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 TechniquesHold 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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11–19
Managing Virtual Project TeamsManaging Virtual Project TeamsManaging Virtual Project TeamsManaging 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 24-Hour Global Global ClockClock
24-Hour 24-Hour Global Global ClockClock
FIGURE 11.6
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11–21
Project Team PitfallsProject Team PitfallsProject Team PitfallsProject Team Pitfalls
GroupthinkGroupthinkGroupthinkGroupthink Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome
Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome
Team Spirit Becomes Team Spirit Becomes Team InfatuationTeam Infatuation
Team Spirit Becomes Team Spirit Becomes Team InfatuationTeam InfatuationGoing NativeGoing NativeGoing NativeGoing Native
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Key TermsKey TermsKey TermsKey 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