CONTENT: Effective team characteristics. Managing project teams. How to recruit project members? Challenges in managing teams?

Project team conflict.

SPEAKERS PROFILE: Mrs. SASI REKHA, she completed her B.Tech (CIVILENGINEERING) and pursuing Master of Business Administration in MARKETING & FINANCE. She worked as a PROJECT MANAGER from 2009 to 2010. She is an Entrepreneur.

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

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).

Teamwork

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

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

Effective Team Characteristics

1. Project Team Size

2. Common Characteristics

Project Team Size Performance 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

1.

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

2.

3.

4.

5.

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

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

Diverse backgrounds and experience

Cooperation and collaboration

They share a common identity

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

Develop your team

Develop your team

Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic teambuilding stages Limit the size of work teams to five to twelve members Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual 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 only to the project manager Functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other

Recruiting Project Members

How to recruit?
ask for volunteers

Who to recruit?

problem-solving ability technological expertise credibility political connections ambition, initiative, and energy

Figure 11.32 Creating a High-Performance Project Team

(Gray & Larson, 2006, p348)

Establishing a Team Identity

Effective Use of Meetings

Co-location of team members

Creation of project team name

Team rituals

Challenges of Managing Virtual Teams

Challenges of Managing Virtual Teams

Developing trust exchange of social information set clear roles for each team member

Challenges of Managing Virtual Teams

Developing effective patterns of communication include face-to-face if at all possible keep team members informed on how the overall project is going dont let team members vanish establish a code of conduct to avoid delays establish clear norms and protocols for surfacing assumptions and conflicts

Project Team Conflict

Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devils advocate ask the team to consider an alternative

Encouraging Functional Conflict encourage dissent by asking tough questions bring in people with different points of view designate someone to be a devils 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

Horodyski, 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

Title page pic care of atomicShed & CC @ Flickr

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