Managing project teams
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Managing project teams involves forming teams comprised of members from different groups and functions assigned to a common project. An effective project team exhibits high performance, synergy, a shared purpose, uses individual talents, and maintains a problem-solving focus. Developing high-performance teams requires recruiting qualified members, establishing clear roles and authority, decision-making processes, and managing conflict constructively. Leading project teams requires caring for both the project's and members' success through effective communication, meetings, and addressing challenges that can arise.
Managing project teams
- 1. Managing Project Teams
- 2. Project teamA project team is a team whose members usually belong to different groups, functions and are assigned to activities for the same projectTypes Initial project team
- 4. Core project team/project steering team
- 8. Process facilitatorsAdvantages of project teams
- 9. High performance teamsSynergy1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 =2 (negative synergy)Share a sense of common purposeMake effective use of individual talents and expertiseHave balanced and shared rolesMaintain a problem solving focusAccept differences of opinion and expressionEncourage risk taking and creativitySets high personal performance standards
- 10. The Five-Stage Team Development ModelFIGURE 11.1
- 11. Creating a High-Performance Project Team
- 12. Building High-Performance Project TeamsRecruiting Project MembersFactors affecting recruiting:Importance of the projectManagement structure used to complete the projectHow to recruit? Ask for volunteersWho to recruit?Problem-solving abilityAvailabilityTechnological expertiseCredibilityPolitical connectionsAmbition, initiative, and energy
- 13. Conditions Favorable to the Development of High Performance Project TeamsTen or fewer team membersVoluntary team membershipContinuous service on the teamFull-time assignment to the teamAn organization culture of cooperation and trustMembers report only to the project managerAll relevant functional areas are represented on the teamThe project has a compelling objectiveMembers are in speaking distance of each other
- 15. Leading To lead the team, a project manager must first act like a leader.A project manager who wants to lead the project team has to care not only for the success of the project, but also for the success of the individuals on the team
- 16. Establishing the project authority
- 18. Project Team MeetingsEstablishing Ground RulesManaging Subsequent MeetingsConducting Project MeetingsRelationship DecisionsPlanning DecisionsTracking DecisionsManaging Change Decisions
- 19. Establishing a Team IdentityEffective Use of MeetingsCo-location of team membersCreation of project team nameTeam rituals
- 20. Decision making
- 21. Problem IdentificationGenerating AlternativesReaching a DecisionFollow-upDecision-Making Process
- 22. Types of decision making
- 23. Factors affecting team development
- 24. Managing Conflict within the Project TeamEncouraging Functional ConflictEncourage 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 ConflictMediate the conflict.Arbitrate the conflict.Control the conflict.Accept the conflict.Eliminate the conflict.
- 25. Rejuvenating the Project TeamInformal TechniquesInstitute new rituals.Take an off-site break as a team from the project.View an inspirational message or movie.Have the project sponsor give a pep talk.Formal TechniquesHold 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.
- 26. Managing Virtual Project TeamsChallenges:Developing trustExchange of social information.Set clear roles for each team member.Developing effective patterns of communication.Include face-to-face if at all possible.Keep team members informed on how the overall project is going.Don’t let team members vanish.Establish a code of conduct to avoid delays.Establish clear norms and protocols for surfacing assumptions and conflicts.Share the pain in terms of multiple time zones.
- 27. GroupthinkBureaucratic Bypass SyndromeTeam Spirit Becomes Team InfatuationGoing NativeFalling performance levelsConfusion about responsibilitiesPoor communicationPoor or slow decision makingProject Team Pitfalls
- 28. Thank you….