opma 5364 part 3

7/26/2019 Opma 5364 Part 3

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OPMA 5364

Project Management

Part 3

Project Teamsand Project Conflict

7/26/2019 Opma 5364 Part 3


Part 3 - Project Teams & Conflict 2

Topic Outline Project Teams & Project Conflict

! C"aracteristics of effecti#e team mem$ers! %ffecti#e managerial stles! Project Team exercise

! Conflict and project management! Common sources of conflict! 'cope creep! (oot causes of conflict

! Conflict resolution approac"es! )egotiation s*ills! Conflict exercise

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'electing t"e Project Team

At +"at point is t"e project team formed,

"o s"ould select t"e project team,

"at tpes of people s"ould $e on t"e team,

.o+ do t"e team mem$ers get started,

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C"aracteristics of %ffecti#e Teams

An effecti#e project team "as

! A clear understanding of t"e project o$jecti#e

! Clear e/pectations of eac" person0s role and

responsi$ilities

! A results orientation

! A "ig" degree of cooperation and colla$oration

! An atmosp"ere of open communication

! A "ig" le#el of trust

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1arriers to Team %ffecti#eness

! nclear goals

! nclear definitions of roles and responsi$ilities

! ac* of project structure

! ac* of commitment $ team mem$ers

! Poor communication

! Poor leaders"ip

! Turno#er of team mem$ers

! sfunctional $e"a#ior

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Teams are Most %ffecti#e "en

! T"ere are or fe+er mem$ers on t"e team

! Mem$ers #olunteer to ser#e on t"e team

! Mem$ers ser#e on t"e project from $eginning to end

! Mem$ers are assigned to t"e project full time! Organi7ation culture fosters cooperation and trust

! Mem$ers report solel to t"e project manager

! All rele#ant functional areas are represented on team

! T"e project in#ol#es a compelling o$jecti#e

! Mem$ers are located +it"in con#ersational distance of

eac" ot"er

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'tages of Team e#elopment

! Forming transition from indi#idual to team mem$er

9 ent"usiasm: anticipation: uncertaint: an/iet

! Storming tr to figure out team en#ironment

9 discomfort: frustration: resistance: anger: tension! Norming adjust and conform to team en#ironment

9 acceptance: co"esion: camaraderie: cooperation

! Performing team is no+ "ig"l effecti#e

9 committed: eager: unit: satisfaction: pride:confidence: openness: interdependent: empo+ered

! Adjourning +rap-up; prepare to dis$and

9 pride: sadness: uncertaint: <projectitis=

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Part 3 - Project Teams & Conflict >

C"aracteristics of %ffecti#e

Team Mem$ers! Tec"nicall competent

! ?ood pro$lem-sol#ing a$ilities

! ?oal orientation! Politicall sensiti#e

! Credi$ilit

! A#aila$ilit! Am$ition; initiati#e; and energ

! .ig" self-esteem

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Part 3 - Project Teams & Conflict @

%ffecti#e Team Mem$ers

! .elp create a positi#e and effecti#e en#ironment

! Plan; control; and feel accounta$le for t"eir +or*

! .a#e "ig" e/pectations of t"emsel#es

! Manage t"eir time +ell! Ma*e t"ings "appen; not just let t"em "appen

! Are self-directed and follo+ t"roug" on actions

! Ta*e pride in doing ualit +or*

! Participate and communicate +it" t"e team

! Pro#ide constructi#e feed$ac* to eac" ot"er

! Old saing T"ere0s no B in T%AM

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Part 3 - Project Teams & Conflict

Team 1uilding Bdeas

! %ncourage sociali7ing among team mem$ers

",

! ocate team mem$er +or* areas close toget"er

",! Periodicall "old team meetings; as opposed to

project meetings; to discuss ideas for t"e team

to $e more effecti#e

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Part 3 - Project Teams & Conflict

Management 'tles

Project managers must delegate responsi$ilities;

coordinate +or*; and super#ise and moti#ate

team mem$ers

Most people $elie#e t"at a participative management stle +or*s $est +it" project teams

T"is stle gi#e more empo+erment to team

mem$ers and allo+s t"em to $e more self-

directed

A participati#e stle +it" team empo+erment

reuires less super#ision $ t"e PM

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Project Team %/ercise

The Madison Project case

! i#ide into groups

! (ead case D minE

! Assignment D25 minE 9 '"ould t"e *e people $e supported to preser#e t"e

team during t"e lull period,

9 "at s"ould )anc i do no+,

9 From )anc0s perspecti#e; +"at could s"e "a#e done

differentl to a#oid "a#ing t"e management reser#e

fund $eing s+ept a+a $ "er $oss,

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"o0s to 1lame,

Aut"orit; responsi$ilit; and accounta$ilit

T"e PM is responsi$le and accounta$le for project

success

nfortunatel; t"e PM often does not "a#e

aut"orit o#er personnel or use of resources

T"is reuires t"e PM to $e creati#e and s*illful at

influencing and moti#ating ot"ers

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T"e Art of Persuasion

! Must "a#e credi$ilit +it" t"e person

! Common goals must $e found

! se <#i#id= language and compelling e#idence

! Must connect +it" t"e emotions of t"ose t"e

+ant to persuade

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Conflict and Project Management

! Conflict is ine#ita$le: PM s"ould e/pect conflict

! PM can anticipate and a#oid some conflicts:

ot"ers must $e managed and resol#ed

! PM can learn different approac"es for managing

and resol#ing conflict: it0s a learned s*ill

! Fast conflict resolution is *e to project success

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(ecent %/amples of Conflict

! .as anone $een part of a project conflict or "ad

a conflict occur in t"eir project recentl,

! Can ou $riefl descri$e t"e conflict and "o+ it+as resol#ed,

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%ffecti#e Communication

T"e PM controls t"e project communication

sstem

All parties s"ould $e *ept updated a$out t"eir

areas of interest +it" t"e project%mail; p"one calls; fa/es; meetings; letters; and

+e$sites are all useful means of communication

1 facilitating effecti#e communication +it"sta*e"olders and participants; t"e PM can a#oid

man conflicts

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Part 3 - Project Teams & Conflict >

A 1rea*do+n in CommunicationD'ource un*no+nE

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Part 3 - Project Teams & Conflict @

Common 'ources of Conflict

! or* scope

! (esource assignments

! 'c"edule

! Costs! Tec"nical opinions

! Priorities of resource time

! Administrati#e procedures! (esponsi$ilities

! Personalit clas"es

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'cope Creep

'cope creep refers to t"e +or* scope $eing

enlarged as t"e project progresses

'cope creep can cause conflicts due to insufficientresources or time to do t"e additional +or*

PM s"ould $e cautious a$out scope creep

A change control system can $e "elpful

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(easons for 'cope Creep

! Client +ants a different feature or additional

functionalit

! Project team comes up +it" a +a to impro#e

t"e project outcomes! 'enior management +ants t"e project to do

somet"ing e/tra

! %ngineering en"ances a design component! A ne+ tec"nolog $ecomes a#aila$le

! A ne+ go#ernment regulation is mandated

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(oot Cause of Conflict

T"e PM "as final responsi$ilit to resol#e ormanage an conflict t"at affects project success

T"e PM s"ould focus on identifing t"e root cause

of t"e conflict and not t"e smptoms; so t"econflict +ill not recur

For e/ample; suppose t+o people are elling ateac" ot"er during a meeting As*ing t"em to not

ell fi/es t"e smptom; $ut not t"e root cause oft"e conflict; +"ic" ma $e a difference of opiniona$out an issue due to different assumptions$eing made $ eac" person

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'ome (oot Causes of Conflict

! Facts People see t"e same fact from distinctl

different #ie+points

! Methods People disagree on "o+ to do

somet"ing! Goals T"e goals to+ard +"ic" people +or* are

different

! Values People differ in t"eir $asic #alues

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Functional #s sfunctional Conflict

Encourage Functional Conflict

! s"aring different opinions or points of #ie+

! de$ating t+o sides of an issue

! plaing t"e de#il0s ad#ocate! all sides s"ould s"o+ mutual respect

Resolve Dysfunctional Conflict

! ma create negati#e tension for all team mem$ers

! ma lead to irrational personalit clas"es

! situation ma get +orse and result in project dela

! resol#e as soon as possi$le

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Managing sfunctional Conflict

5 Alternati#e Approac"es to Managing Conflict

! Mediate the conflict 9 negotiate a solution 9 emp"asi7e urgenc for t"e sa*e of project success

! Arbitrate the conflict 9 impose a solution 9 do +"at is $est for project success

9 tr to allo+ $ot" sides to sa#e face

! Control the conflict 9 reduce tensions: .o+,

! Accet it 9 sometimes; learn to +or* around it

! Eliminate the conflict 9 if no longer tolera$le 9 remo#e one or $ot" mem$ers from team

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Personal Conflict 'tles

! Avoiding 9 not raising or addressing t"e conflict issue

! Accommodating 9 see*ing to satisf t"e ot"er person0s

concerns at t"e e/pense of our o+n

! Competing 9 using +"ate#er seems appropriate to +inour o+n position

! Collaborating 9 +or*ing +it" t"e ot"er person to find a

solution t"at full satisfies $ot" our o+n concerns and

t"ose of t"e ot"er person

! Compromising 9 see*ing a middle-ground position t"at

pro#ides partial satisfaction for $ot" parties

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)egotiation '*ills

! T"e PM must freuentl negotiate on different

issues +it" different parties

! )egotiating is an art; and ou get $etter +it"

practice! Bt0s $etter if $ot" parties feel good a$out t"e

negotiation e/perience after it0s o#er ",

! ?ood interpersonal s*ills can $e "elpful inma*ing t"e ot"er part feel o*a +it" t"e results;

e#en if t"e are not just +"at t"e +anted

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Part 3 - Project Teams & Conflict 2>

Principled )egotiationDFis"er and r; Getting to Yes; @>3E

'eparate t"e people from t"e pro$lem

2 Focus on interests; not positions

3 1efore tring to reac" agreement; in#ent

options for mutual gain

4 se o$jecti#e criteria +"en possi$le

T"e *e to finding a negotiator0s interests andconcerns is to as* <",= +"en t"e state a

position

opma 5364 part 3

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