Activity 11 Assume that you have the following decision-making options: (1) make the decision on your own with available infor
Activity 11
Assume that you have the following decision-making options: (1) make the decision on your own with available information, (2) consult others before making a decision, and (3) call a meeting and reach a consensus, seeking to arrive at a final decision everyone can agree on. Which approach would you use to make each of the following decisions and why?
- You are the project leader for Casino Night on campus, a charitable event organized by your group to raise money for the homeless. The event was a big success, garnering a net profit of $3,500. Before the event your team researched nearby organizations that support the homeless and to whom the money could be given. You narrowed the choices to the “Chunk of Coal House” and “St. Mary’s Soup Kitchen.” Eventually your group decided that the funds be given to Chunk of Coal. You are about to write a check to its director when you read in the local newspaper that the Chunk of Coal House has terminated operations. What should you do with the money?
- You are a golf course designer hired by Trysting Tree Golf Club to renovate their golf course. You have worked closely with the board of directors of the club to develop a new layout that is both challenging and aesthetically pleasing. Everyone is excited about the changes. The project is nearly 75 percent complete when you encounter problems on the 13th hole. The 13th hole at Trysting Tree is a 125-yard par three in which golfers have to hit their tee shots over a lake to a modulated green. During the construction of the new tee box, workers discovered that an underground spring runs beneath the box to the lake. You inspected the site and agreed with the construction supervisor that this could create serious problems, especially during the rainy winter months. After surveying the area, you believe the only viable option would be to extend the hole to 170 yards and create elevated tees on the adjacent hillside.
- You are the leader of a new product development project. Your team has worked hard on developing a third-generation product that incorporates new technology and meets customer demands. The project is roughly 50 percent complete. You have just received a report from the marketing department detailing a similar product that is about to be released by a competitor. The product appears to utilize radical new design principles that expand the functionality of the product. This poses a serious threat to the success of your project. Top management is considering canceling your project and starting over again. They want you to make a recommendation.
Chapter Eleven
Managing Project Teams
11–1
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11–2
Where We Are Now
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–2
Project Management 6e.
Learning Objectives
Identify key characteristics of a high-performance project team
Distinguish the different stages of team development
Understand the impact situational factors have on project team development
Identify strategies for developing a high-performance project team
Distinguish functional conflict from dysfunctional conflict and describe strategies for encouraging functional conflict and discouraging dysfunctional conflict
Understand the challenges of managing virtual project teams
Recognize the different pitfalls that can occur in a project team
11–3
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Chapter Outline
11.1 The Five-Stage Team Development Model
11.2 Situational Factors Affecting Team
Development
11.3 Building High-Performance Project Teams
11.4 Managing Virtual Project Teams
11.5 Project Team Pitfalls
11–4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–5
High-Performing Teams
Synergy
1 + 1 + 1 = 10 (positive synergy)
1 + 1 + 1 = 2 (negative synergy)
Characteristics of High-performing Teams
Share a sense of common purpose
Make effective use of individual talents and expertise
Have balanced and shared roles
Maintain a problem solving focus
Accept differences of opinion and expression
Encourage risk taking and creativity
Set high personal performance standards
Identify with the team
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–5
Project Management 6e.
11–6
The Five-Stage Team Development Model
FIGURE 11.1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–6
Project Management 6e.
11–7
Conditions Favoring Development of High 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 solely to the project manager
All relevant functional areas are represented on the team
The project involves a compelling objective
Members are in close communication with each other
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–7
Project Management 6e.
11–8
The Punctuated Equilibrium Model of Group Development
FIGURE 11.2
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11–8
Project Management 6e.
11–9
Creating a High-Performance Project Team
FIGURE 11.3
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–9
Project Management 6e.
11–10
Building High-Performance Project Teams
Recruiting Project Members
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
Familiarity
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–10
Project Management 6e.
11–11
Project Team Meetings
Conducting Project Meetings
Establishing Ground Rules
Planning Decisions
Tracking Decisions
Managing Change Decisions
Relationship Decisions
Establishing Team Norms
Managing Subsequent Meetings
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–11
Project Management 6e.
Norms of High-performance Teams
Confidentiality is maintained; no information is shared outside the team unless all agree to it.
It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached.
There is zero tolerance for bulling a way through a problem or an issue.
Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward.
Respect outsiders, and do not flaunt one’s position on the project team.
Hard work does not get in the way of having fun.
11–12
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
11–12
11–13
Establishing a Team Identity
Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals
Get the team to do
something together
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–13
Project Management 6e.
11–14
Requirements for an Effective Project Vision
FIGURE 11.4
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11–14
Project Management 6e.
11–15
Managing 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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–15
Project Management 6e.
11–16
Orchestrating the Decision-Making Process
Problem Identification
Generating Alternatives
Reaching a Decision
Follow-up
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11–16
Project Management 6e.
11–17
Managing Conflict within 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 unthinkable alternative
Managing Dysfunctional Conflict
Mediate the conflict
Arbitrate the conflict
Control the conflict
Accept the conflict
Eliminate the conflict
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11–17
Project Management 6e.
11–18
Sources of Conflict over the Project Life Cycle
FIGURE 11.5
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11–18
Project Management 6e.
11–19
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
Formal Techniques
Hold 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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–19
Project Management 6e.
11–20
Managing Virtual Project Teams
Challenges:
Developing trust
Exchange of social information
Set clear roles for each team member
Developing effective patterns of communication
Don’t let team members vanish
Establish a code of conduct to avoid delays
Establish clear norms and protocols for surfacing assumptions and conflicts
Use electronic video technology to verify work
Share the pain
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–20
Project Management 6e.
11–21
24-Hour Global Clock
FIGURE 11.6
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11–21
Project Management 6e.
11–22
Project Team Pitfalls
Groupthink
Bureaucratic Bypass Syndrome
Team Spirit Becomes Team Infatuation
Going Native
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11–22
Project Management 6e.
11–23
Key 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
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
11–23
Project Management 6e.
11–24
Celebration Task Force Agenda
FIGURE C11.1
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11–24
Project Management 6e.
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