Project Project ManagementManagement

7. Managing Teams7. Managing Teams

Week 7

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.

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

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).(Horodyski, 1995).

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

Teamwork

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

Effective Team Characteristics

1Project Team Size

2Common Characteristics

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 There are problems you problems you encounter as encounter as size increasessize increases

1. It gets more difficult to interact with and influence the group

2. Individuals get less satisfaction from their involvement in the team

3. People end up with less commitment to the team goals

4. It requires more centralized decision making

5. There is lesser feeling as being part of team

Project Team Size

The 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

Fred BrooksThe Mythical Man-Month

Group Intercommunication Formula

n(n − 1) / 2

Examples

Fred BrooksThe Mythical Man-Month

Group Intercommunication Formula

n(n − 1) / 2

Examples

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

Fred BrooksThe Mythical Man-Month

Group Intercommunication Formula

n(n − 1) / 2

Examples

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

10 developers -> 10(10 − 1) / 2 = 45 channels of communication

Fred BrooksThe Mythical Man-Month

Group Intercommunication Formula

n(n − 1) / 2

Examples

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

10 developers -> 10(10 − 1) / 2 = 45 channels of communication

50 developers -> 50(50 − 1) / 2 = 1225 channels of

communication

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

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

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

Figure 11.1 Figure 11.1 The Five-Stage Team Development ModelThe Five-Stage Team Development Model((Gray & Larson, 2006Gray & Larson, 2006, p345), 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 Tuckman’s 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 Figure 11.2 The Punctuated Equilibrium Model of Group DevelopmentThe Punctuated Equilibrium Model of Group Development((Gray & Larson, 2006Gray & Larson, 2006, p346), p346)

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

Training

The 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

MBTI

What are you?

extrovert introvert

sensation intuition

thinking feeling

judgement perception

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sensation intuition

thinking feeling

judgement perception

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

extrovert introvert

sensation intuition

thinking feeling

judgement perception

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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 ).

Another model

Social Styles Profile

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

Asse

rtive

ness

Responsiveness

Analytical Driver

Amiable Expressive

Resp

onsiv

enes

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Assertiveness

Another model

Ask Tell

Peop

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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 cont’d…Recognize individual performance?

letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibility

Team Development cont’d…

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

Intrinsic motivation causes people to participate in an activity for their own enjoymenteg. read, gardening…

Extrinsic motivation causes people to do something for a reward or to avoid a penaltyeg. homework

Motivation

Motivation Theorists– Maslow’s hierarch of needs– Herzberg’s motivation-hygiene– McClelland’s acquired-needs– McGregor’s X and Y

Maslow’s Hierarchy of Needs

(1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that people’s 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

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

Hertzberg’s 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,

responsibility

hygiene factors cause dissatisfaction if

absent but do not motivate,

eg. Money, working conditions,

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

(Robbins et al, 1998, p221)

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

Categories:– achievement– affiliation– power

McGregor’s Theory X and Theory Y

In the 1960’s 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

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

Thamhain and Wilemon’s influence bases

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

1. authority2. assignment3. budget4. promotion5. money6. penalty7. work challenge8. expertise9. friendship

Steven Covey’s 7 habits

Ca be applied to improve effectiveness on projects

1. Be proactive2. Begin with the end in mind3. Put first things first4. Think win/win5. Seek first to understand, then

to be understood6. Synergize7. Sharpen the saw

Covey’s Habit 5: Seek first to understand, then to be understood

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

Tools and techniques available to assist in managing project teams include:

– observation and conversation– project performance appraisals– conflict management– issue 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 members

Develop 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 other

Know the conditions favorable for development of high performing teams

Meetings?

A brief diversion into Management and Meetings

Don’t waste my time

Conducting Project Meetings

Conducting Conducting Project Project

MeetingsMeetings

Establishing Establishing Ground RulesGround Rules

Planning Planning DecisionsDecisions

Tracking Tracking DecisionsDecisions

Managing Managing Change Change

DecisionsDecisions

Relationship Relationship DecisionsDecisions

Managing Managing Subsequent Subsequent

MeetingsMeetings

TimeDatePlaceWho must be there

Meeting goalsAgendaExpected outcomePreparation required

Factors 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

Recruiting Project Members

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

Establishing a Team Identity

Effective Use Effective Use of Meetingsof Meetings

Co-location of Co-location of team membersteam members

Creation of project Creation of project team nameteam name

Team ritualsTeam rituals

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

Orchestrating the Decision-Making Process

Problem Problem IdentificationIdentification

Generating Generating AlternativesAlternatives

Reaching a Reaching a DecisionDecision

Follow-upFollow-up

Rejuvenating the Project Team

Informal Techniques– institute 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

Rejuvenating the Project Team

Formal Techniques– 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

Challenges of Managing Virtual Teams

Challenges of Managing Virtual Teams

Developing trustexchange of social informationset clear roles for each team member

Challenges of Managing Virtual Teams

Developing effective patterns of communicationinclude face-to-face if at all possiblekeep team members informed on how the overall project is goingdon’t let team members vanishestablish a code of conduct to avoid delaysestablish clear norms and protocols for surfacing assumptions and conflicts

Figure 11.6 Figure 11.6 24-Hour Global Clock24-Hour Global Clock((Gray & Larson, 2006Gray & Larson, 2006, p369), p369)

Project Team Conflict

Managing Conflict in the Project Team

Managing Conflict in the Project Team

Encouraging Functional Conflict

– encourage 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 alternative

Managing Conflict in the Project Team

Encouraging Functional Conflict

– encourage 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 alternative

Managing Dysfunctional Conflict

– mediate the conflict– arbitrate the conflict– control the conflict– accept the conflict– eliminate the conflict

Project Team Pitfalls

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

Project Team Pitfalls

GroupthinkGroupthink Bureaucratic Bureaucratic Bypass SyndromeBypass Syndrome

Team Spirit Becomes Team Spirit Becomes Team InfatuationTeam InfatuationGoing NativeGoing Native

Review1. Effective teams have common characteristics such as; size

range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation.

2. Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points.

3. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems.

4. PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey …

5. 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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