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1、Project Management7. Managing TeamsMBTIWhat are you?extrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfpextrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfpentjmeNTs are attracted to technology fieldsThere is a belief that IT people differ from pop
2、ulation in a tendency to not be extroverted or sensing.extrovertintrovertsensationintuitionthinkingfeelingjudgementperceptionestjinfpniThe 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
3、: Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada. maxwideman/papers/profiles/profiles.pdfWhat 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 p
4、eople? (maxwideman/papers/profiles/profiles.pdf ).Another modelSocial Styles ProfilePeople are perceived as behaving primarily in one of four zones, based on their assertiveness and responsivenessAssertivenessResponsivenessAnalyticalDriverAmiableExpressiveResponsivenessAssertivenessAnother modelAskT
5、ellPeopleTaskReward and Recognition SystemsTeam-based reward and recognition systems can promote teamworkFocus on rewarding teams for achieving specific goalsAllow time for team members to mentor and help each other to meet project goals and develop human resourcesflickr/photos/hi-phi/1100036300/Rew
6、ard and Recognition Systems contdRecognize individual performance?letters of commendationpublic recognition for outstanding workdesirable job assignmentsincreased personal flexibilityTeam Development contdKeys to Managing PeoplePsychologists and management theorists have devoted much research and th
7、ought to the field of managing people at work. Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) EffectivenessIntrinsic motivation causes people to participate in an activity for their own enjoymenteg. read, gardeningExtrinsic motivation causes peop
8、le to do something for a reward or to avoid a penaltyeg. homeworkMotivationMotivation TheoristsMaslows hierarch of needsHerzbergs motivation-hygieneMcClellands acquired-needsMcGregors X and YMaslows Hierarchy of Needs(1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that
9、 peoples behaviors are guided by a sequence of needsMaslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destinyMaslows Hierarchy of Needstalkingtails.wordpress/2007/07/23/maslow-greek-philosophy-indian-mysticism/ Hertzber
10、gs 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 a
11、bsent but do not motivate, eg. Money, working conditions,provenmodels/21/motivation-hygiene-theory/herzberg-mausner-snyderman (Robbins et al, 1998, p221)McClellands Acquired-Needs Theory(1961) David McClelland proposed an individuals specific needs are acquired or learned over time and shaped by lif
12、e experiences.Categories:achievementaffiliationpowerMcGregors Theory X and Theory YIn 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 makin
13、g, and cultural valuesprovenmodels/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 challengeexpertisefriendshipSteven Coveys 7 habits Ca b
14、e applied to improve effectiveness on projectsBe proactiveBegin with the end in mindPut first things firstThink win/winSeek first to understand, then to be understoodSynergizeSharpen the sawCoveys Habit 5: Seek first to understand, then to be understoodManaging Project TeamsProject managers must lea
15、d their teams in performing various project activitiesAfter 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 o
16、r organizational process assetsTools and techniques available to assist in managing project teams include:observation and conversationproject performance appraisalsconflict managementissue logsDevelop your teamBe patient and kind with your teamFix the problem instead of blaming peopleEstablish regul
17、ar, 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 otherTa
18、ke additional actions to work with virtual team membersDevelop your teamVoluntary 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 pro
19、ject has a compelling objectiveMembers are in speaking distance of each otherKnow the conditions favorable for development of high performing teamsMeetings?A brief diversion into Management and MeetingsDont waste my timeConducting Project MeetingsConducting Conducting Project Project MeetingsMeeting
20、sEstablishing Establishing Ground RulesGround RulesPlanning Planning DecisionsDecisionsTracking Tracking DecisionsDecisionsManaging Managing Change Change DecisionsDecisionsRelationship Relationship DecisionsDecisionsManaging Managing Subsequent Subsequent MeetingsMeetingsTimeDatePlaceWho must be th
21、ereMeeting goalsAgendaExpected outcomePreparation requiredFactors affecting recruitingimportance of the projectmanagement structure used to complete the projectHow to recruit? ask for volunteersWho to recruit?problem-solving abilityavailabilitytechnological expertisecredibilitypolitical connectionsa
22、mbition, initiative, and energyRecruiting Project MembersFigure 11.32 Creating a High-Performance Project TeamFigure 11.32 Creating a High-Performance Project Team(Gray & Larson, 2006, p348)(Gray & Larson, 2006, p348)Establishing a Team IdentityEffective Use Effective Use of Meetingsof MeetingsCo-lo
23、cation of Co-location of team membersteam membersCreation of project Creation of project team nameteam nameTeam ritualsTeam ritualsFigure 11.4 Requirements for an Effective Project VisionFigure 11.4 Requirements for an Effective Project Vision(Gray & Larson, 2006, p357)(Gray & Larson, 2006, p357)Orc
24、hestrating the Decision-Making ProcessProblem Problem IdentificationIdentificationGenerating Generating AlternativesAlternativesReaching a Reaching a DecisionDecisionFollow-upFollow-upRejuvenating the Project TeamInformal Techniquesinstitute new ritualstake an off-site break as a team from the proje
25、ctview an inspiration message or moviehave the project sponsor give a pep talkRejuvenating 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 pr
26、omote social development of the teamChallenges of Managing Virtual TeamsChallenges of Managing Virtual TeamsDeveloping trustexchange of social informationset clear roles for each team memberChallenges of Managing Virtual TeamsDeveloping effective patterns of communicationinclude face-to-face if at a
27、ll 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 conflictsFigure 11.6 24-Hour Global ClockFigure 11.6 24-Hour Global Clock(Gray & Larson, 2
28、006, p369)(Gray & Larson, 2006, p369)Project Team ConflictManaging Conflict in the Project TeamManaging 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
29、team to consider an alternativeManaging 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 Conflictme
30、diate the conflictarbitrate the conflictcontrol the conflictaccept the conflicteliminate the conflictProject Team PitfallsFigure 11.5 Conflict Intensity over the Project Life CycleFigure 11.5 Conflict Intensity over the Project Life Cycle(Gray & Larson, 2006, p363)(Gray & Larson, 2006, p363)Project
31、Team PitfallsGroupthinkGroupthinkBureaucratic Bureaucratic Bypass SyndromeBypass SyndromeTeam Spirit Becomes Team Spirit Becomes Team InfatuationTeam InfatuationGoing NativeGoing NativeReview1.Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesi
32、veness, 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, personal
33、ity indicators, social styles profiles, and reward systems.4.PMs 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 p
34、roject 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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