project management managing teams

Project Management 4. Leadership

Project Management7. Managing Teams

Week 7

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Our goal today is to develop and facilitate leadership, team building, performance management, and conflict management skills in the context of an IT environment

Main reference: Gray & Larson, 2006, Ch 11.

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Effective Team CharacteristicsWhy Join Teams?Team DevelopmentKeys to Managing PeopleManaging Project TeamsProject Team ConflictProject Team Pitfalls

Effective Team Characteristics

What is a Team?

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A team is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).

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is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization Teamwork

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Team-building is high interaction among group members to increase trust and openness

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Effective Team Characteristics

1Project Team Size2Common Characteristics

11Use of project teams:Manage problems: reduce cots and improve

Project Team SizePerformance 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


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


Project Team SizeThe Mythical Man-Month


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


Fred BrooksThe Mythical Man-Month

Group Intercommunication Formula

n(n 1) / 2




n(n 1) / 2

Examples




n(n 1) / 2

Examples

5 developers -> 5(5 1) / 2 = 10 channels of communication




n(n 1) / 2

Examples






n(n 1) / 2

Examples





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


Team identity and cohesiveness


Diverse backgrounds and experience


Cooperation and collaboration


They share a common identity


Figure 1 Characteristics or needs of effective teams(Horodyski, 1995, p12)

Why Join Teams?

Why do people want to join teams?


Individual reasons

Security

Status

Self-esteem

Affiliation

Power

Goal achievement


Why do teams work well for organizations?


Team Development

Project teams usually come together for a project and then disband. What challenges does this create?

Project team

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Tuckman (1960s) published five stage model of team development


Figure 9.1 Stages of Team Development(Robbins et al, 1998, p309)

40Forming: first stage in team, development, characterized by much uncertaintyStorming: second stage in team development characterized by intra-team conflictNorming: third stage in team development, characterized by close relationships and cohesivenessPerforming: fourth stage in team development, when the team is fully functionalAdjourning: final stage in team development for temporary teams, characterized by concern with wrapping up activities rather than task performance

Figure 11.1 The Five-Stage Team Development Model(Gray & Larson, 2006, p345)

Implications for teams:

A project manager needs to devote initial attention to helping the group evolve quickly to the (performing phase).

This model provides a framework for the group to understand its own development.

It stresses the importance of the norming phase which contributes to the level of productivity.


Recent studies suggest that there is no standardized pattern of group development. What do you think about Tuckmans model? Does it feel right to you?

Punctuated Equilibrium Model(1988) Gersick found that there are natural transition points during the life of teams in which the group is receptive to change and that such a moment naturally occurs at the scheduled midpoint of a projectBy imposing a series of deadlines, with milestones, it is possible to create multiple transition points for natural group development


Figure 11.2 The Punctuated Equilibrium Model of Group Development(Gray & Larson, 2006, p346)

Training can help people understand themselves and each other, and understand how to work better in teams.

TrainingThe main goal of team development is to help people work together more effectively to improve project performance.

Team building activities include physical challenges and psychological preference indicator tools

MBTIWhat are you?

extrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfp

extrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfpentjme

NTs are attracted to technology fieldsThere is a belief that IT people differ from population in a tendency to not be extroverted or sensing.extrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfpni

The Max Wideman MTBI article

Do we have enough of the right kind of people?R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada. http://www.maxwideman.com/papers/profiles/profiles.pdf

What is your suitability to Project Work?* Wideman, R. Max. Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? (http://www.maxwideman.com/papers/profiles/profiles.pdf ).

53Myers-Briggs Type Indicator (MBTI) and Project ManagementMost suited for project leadership:100 percent: INTJ, ENTJ, ISTJ, ESTJ50 percent: INTP, ENTP, ENFP, ENFJBest suited as followers:100 percent: INFJ, ISFJ50 percent: INTP, ENTP, ENFP, ENFJ, ESFJNot suited for project work:100 percent: INFP, ISFP, ESFP, ISTP50 percent: ENFP, ESTP

Another modelSocial Styles Profile

People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness

AssertivenessResponsiveness

AnalyticalDriverAmiableExpressive

ResponsivenessAssertivenessAnother modelAskTellPeopleTask

55Social Styles ProfilePeople are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness:driversexpressiveanalyticalamiablePeople on opposite corners (drivers and amiable, analytical and expressive) may have difficulty getting along

Reward and Recognition Systems

Team-based reward and recognition systems can promote teamwork

Focus on rewarding teams for achieving specific goals

Allow time for team members to mentor and help each other to meet project goals and develop human resources

http://www.flickr.com/photos/hi-phi/1100036300/

Reward and Recognition Systems contdRecognize individual performance?letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibility

Team Development contd

Keys to Managing People

Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) Effectiveness

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Intrinsic motivation causes people to participate in an activity for their own enjoymenteg. read, gardeningExtrinsic motivation causes people to do something for a reward or to avoid a penaltyeg. homework

Motivation

61Motivation:Intrinsic motivationCauses people to participate in an activity for their own enjoyment. Eg. Read, GardeningExtrinsic motivationCauses people to do something for a reward or to avoid a penalty. Eg. Homework

Motivation TheoristsMaslows hierarch of needsHerzbergs motivation-hygieneMcClellands acquired-needsMcGregors X and Y

62Maslows hierarchy of needs:(1960s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny.Maslows hierarchy of needs, states that peoples behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs.Once physiloogical needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on.Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior.Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied.The needs consisted of:Physiological includes hunger, thirst, shelter, sex and other bodily needs.Safety includes security and protection from physical and emotional harm.Social includes affection, belongingness, acceptance and friendship.Esteem includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention.Self-actualization represented by the drive to become what one is capable of becoming; includes growth, achieving ones potential and self-fulfillment.To motivate project team members, the project manager needs to understand each persons motivation, especially with regard to social, esteem, and self-actualization or growth needs.

Maslows Hierarchy of Needs

(1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a sequence of needs

Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny

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Maslows Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/

64Maslows hierarchy of needs:(1960s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny.Maslows hierarchy of needs, states that peoples behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs.Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on.Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior.Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied.The needs consisted of:Physiological includes hunger, thirst, shelter, sex and other bodily needs.Safety includes security and protection from physical and emotional harm.Social includes affection, belongingness, acceptance and friendship.Esteem includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention.Self-actualization represented by the drive to become what one is capable of becoming; includes growth, achieving ones potential and self-fulfillment.To motivate project team members, the project manager needs to understand each persons motivation, especially with regard to social, esteem, and self-actualization or growth needs.

Hertzbergs Motivation-Hygiene TheoryIn the late 1960s Frederick Herzberg wrote about worker motivation.He distinguished between motivation factors and hygiene factors.

motivation factorsHelp motivate workers directly eg. achievement, recognition, work, responsibilityhygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions,

65Herzbergs motivation-hygiene theory:Motivation factorsAchievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfactionHygiene factorsCause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environmentIn his books and articles, Herzberg explained why attempts to use positive factors such as reducing time spent at work, upward spiraling wages, offering fringe benefits, providing human relations and sensitivity training, and so on did not instill motivation. He argued that people want to actualize themselves. They need stimuli for their growth and advancement needs in accordance with Maslows hierarchy of needs.

http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman

(Robbins et al, 1998, p221)

67Maslows hierarchy of needs:(1960s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny.Maslows hierarchy of needs, states that peoples behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs.Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on.Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior.Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied.The needs consisted of:Physiological includes hunger, thirst, shelter, sex and other bodily needs.Safety includes security and protection from physical and emotional harm.Social includes affection, belongingness, acceptance and friendship.Esteem includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention.Self-actualization represented by the drive to become what one is capable of becoming; includes growth, achieving ones potential and self-fulfillment.To motivate project team members, the project manager needs to understand each persons motivation, especially with regard to social, esteem, and self-actualization or growth needs.

McClellands Acquired-Needs Theory(1961) David McClelland proposed an individuals specific needs are acquired or learned over time and shaped by life experiences.

Categories:achievementaffiliationpower

68McClellands Acquired-Needs TheoryThe main categories of acquired needs include achievement, affiliation, and power (normally one or two of these needs will be dominant in individuals)AchievementPeople with a high need for achievement seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback.AffiliationPeople with a high need for affiliation desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction.PowerPeople with a need for power desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy. People who need institutional power or social power want to organize others to further the goals of the organization

McGregors Theory X and Theory Y

In the 1960s Douglas McGregor popularized the human relations approachTheory X: workers dislike and avoid workTheory Y: work is as natural as play or restTheory Z: emphasizing trust, quality, collective decision making, and cultural values

69McGregors Theory X and Theory YTheory X: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives.Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs.Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values

http://www.provenmodels.com/20/theory-x-&-y/mcgregor

Thamhain and Wilemons influence bases

(1970s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authorityassignmentbudgetpromotionmoneypenaltywork challengeexpertisefriendship

71(1970s) Thamhain and WilemonMany people working on a project do not report directly to project managers, and project managers often do not have control over project staff who report to them.HJ Thamhain and DL Wilemon investigated the approaches project managers use to deal with workers and how those approaches relate to project success.They identified nine influence bases available to project managers;Authority the legitimate hierarchical right to issue ordersAssignment the project managers perceived ability to influence a workers later work assignmentsBudget the project managers perceived ability to authorize others use of discretionary fundsPromotion the ability to improve a workers positionMoney the ability to increase a workers pay and benefitsPenalty the project managers perceived ability to dispense or cause punishmentWork challenge the ability to assign work that capitalizes on a workers enjoyment of doing a particular task, which taps an intrinsic motivational factorExpertise the project managers perceived special knowledge that others deem importantFriendship the ability to establish friendly personal relationships between the project manager and others

Steven Coveys 7 habits

Ca be applied to improve effectiveness on projects

Be proactiveBegin with the end in mindPut first things firstThink win/winSeek first to understand, then to be understoodSynergizeSharpen the saw

72(1980s) Stephen CoveysStephen Covey, author of the 1980 book, The 7 habits of highly effective people, expanded work done by Maslow, Herzberg, and others to develop an approach for helping people and teams become more effective.Project managers can apply Coveys seven habits to improve effectiveness on projects as follows;Be proactive Covey like Maslow believes that people have the ability to be proactive and choose their responses to different situations. Project managers must be proactive and anticipate and plan for problems and inevitable changes on projects.Begin with the end in mind Covey suggests that people focus on their values, what they really want to accomplish, and how they really want to be remembered in their lives. He suggests writing a mission statement to help achieve this habit.Put first things first Covey developed a time management system and matrix to help people prioritize their time. He suggests that most people need to spend more time doing things that are important, but not urgent. Important but not urgent activities include; planning, reading and exercising. Project managers need to spend a lot of time working on important and not urgent activities such as developing the project plan.Think win/win Covey presents several paradigms of interdependence, with think win/win being the best choice in most situations. When you use a win/win paradigm, parties in potential conflict work together to develop new solutions that make them all winners.Seek first to understand then to be understood Empathic listening is listening with the intent to understand. It is even more powerful than active listening because you forget your personal interests and focus on truly understanding the other person.Synergize In projects, a project team can synergize by creating collaborative products that are much better than a collection of individual efforts. Covey also emphasizes the importance of valuing differences in other to achieve synergy. Eg. Data General researchers created a new 32-bit super minicomputer in the 1970s using synergistic efforts.Sharpen the saw take time to renew yourself physically, spiritually, mentally and socially.

Coveys Habit 5: Seek first to understand, then to be understood

73Empathic Listening and Rapport Good project managers are empathic listeners with the intent to understandBefore you can communicate with others, you have to have rapport (Mirroring eg. breathing, voice tempo)IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders

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 projectif corrective or preventive actions should be recommendedif updates are needed to the project management plan or organizational process assets

Tools and techniques available to assist in managing project teams include:observation and conversationproject performance appraisalsconflict managementissue logs

Develop your team

Be patient and kind with your teamFix the problem instead of blaming peopleEstablish regular, effective meetingsAllow time for teams to go through the basic team-building stagesLimit the size of work teams to five to twelve membersPlan some social activities to help project team members and other stakeholdersStress team identityNurture team members and encourage them to help each otherTake additional actions to work with virtual team membersDevelop your team

Voluntary team membershipContinuous service on the teamFull-time assignment to the teamAn organization culture of cooperation and trustMembers report only to the project managerFunctional areas are represented on the teamThe project has a compelling objectiveMembers are in speaking distance of each otherKnow the conditions favorable for development of high performing teams

Meetings?

A brief diversion into Management and Meetings

Dont waste my time

Conducting Project Meetings

Conducting Project MeetingsEstablishing Ground RulesPlanning DecisionsTracking DecisionsManaging Change DecisionsRelationship DecisionsManaging Subsequent Meetings

TimeDatePlaceWho must be thereMeeting goalsAgendaExpected outcomePreparation required

Factors affecting recruitingimportance of the projectmanagement structure used to complete the projectHow to recruit? ask for volunteersWho to recruit?problem-solving abilityavailabilitytechnological expertisecredibilitypolitical connectionsambition, initiative, and energy

Recruiting Project Members

Figure 11.32 Creating a High-Performance Project Team(Gray & Larson, 2006, p348)

Establishing a Team IdentityEffective Use of MeetingsCo-location of team membersCreation of project team nameTeam rituals

Figure 11.4 Requirements for an Effective Project Vision(Gray & Larson, 2006, p357)

Orchestrating the Decision-Making Process

Problem IdentificationGenerating AlternativesReaching a DecisionFollow-up

Rejuvenating the Project TeamInformal Techniquesinstitute new ritualstake an off-site break as a team from the projectview an inspiration message or moviehave the project sponsor give a pep talk

Rejuvenating the Project TeamFormal Techniquesteam building session facilitated by an outsider to clarify ownership issues affecting performanceengage in an outside activity that provides an intense common experience to promote social development of the team

Challenges of Managing Virtual Teams

Challenges of Managing Virtual TeamsDeveloping trustexchange of social informationset clear roles for each team member

Challenges of Managing Virtual TeamsDeveloping effective patterns of communicationinclude face-to-face if at all possiblekeep team members informed on how the overall project is goingdont let team members vanishestablish a code of conduct to avoid delaysestablish clear norms and protocols for surfacing assumptions and conflicts

Figure 11.6 24-Hour Global Clock(Gray & Larson, 2006, p369)

Project Team Conflict

Managing Conflict in the Project Team

Managing Conflict in the Project TeamEncouraging Functional Conflictencourage dissent by asking tough questionsbring in people with different points of viewdesignate someone to be a devils advocateask the team to consider an alternative

Managing Conflict in the Project TeamEncouraging Functional Conflictencourage dissent by asking tough questionsbring in people with different points of viewdesignate someone to be a devils advocateask the team to consider an alternativeManaging Dysfunctional Conflictmediate the conflictarbitrate the conflictcontrol the conflictaccept the conflicteliminate the conflict

Project Team Pitfalls

Figure 11.5 Conflict Intensity over the Project Life Cycle(Gray & Larson, 2006, p363)

Project Team Pitfalls

GroupthinkBureaucratic Bypass SyndromeTeam Spirit Becomes Team InfatuationGoing Native

ReviewEffective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation.Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points.Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems.PMs can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey Other areas of importance include; recruitment, maintenance, and conflict management of project teams.

ReferencesHorodyski, 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

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