ELC 347 DAY 5

Agenda Questions Assignment # 1Corrected  2 A’s, 1 B and 2 C’s Assignment #2 Corrected  2 A’s, 1 B and 2 non-submits Exam #1 (next Class)  Chap 1-3 Ghattas text, 1-7 of Project text  15 M/C (4 points each)  4 essays (10 points each)  Open book, 60 min Group Project Meeting (30 Min) Discussion on Teams Individual Capstones

Teams Objectives Recognizing the Need for Teams Identifying Elements of Successful teams  Knowledge  Skills  Attitude  Intimacy  Supportive Organizational Climate Constructing the Team  The Design  The Foundation  The Natural Disaster  The Fabrication  The Inspection and Sign-off

Recognizing the Need for Teams Downsizing eliminated layers of management  Flatter organizations  Cross-trained employees Increased per-employee productivity rates in team environments Types of teams  Management teams  Cross-functional teams  Self-directed teams  Project teams

Matrix Organization Cross-functional & Project teams

Identifying Elements of Successful Teams Three possible scenarios for Project Managers  A task for which the project manager picks the team  A pre-assembled group  Multiple teams on multiple projects

Characteristics of Successful Teams Each member shares and supports the vision and goals of the team Each member takes responsibility for both the tasks needs and the workplace relationship needs of the team Each member understands and is able to respond to the factors, internal and external, that impact the team’s potential for success Each member posses the skill to manage his/her parts of the project and to support others’ contributions Each member demonstrates superior skill in workplace interpersonal communications

Identifying Elements of Successful teams Knowledge Skills Attitude Intimacy Supportive Organizational Climate

Knowledge Often missing in low performance teams Each team member must know  What the goal is  What his or her role in the completion of that goal is  How internal and external constraints affect the process Each team member should know  Possible obstacles & Resources to overcome  External factors affecting the business they are in  Internal constraints imposed by budgets, personnel, processes and policies A manager must  Lay out visions and objectives early  Get buy-in from all team members  Educate team members

Skills Two Major categories  Technical (project task related) Overlapping with little or no duplication  Group harmonizing (interpersonal relationships) Communications Conflict management Developing peer relationships Group problem solving

Attitude Each team member must have the attitude that  The goal of the team is in the best interest of the company  The project is “doable” with the skills and resources available  Each member needs and respect every other team member ability to contribute Team leader is a facilitator and must nurture these attitudes Bad attitudes are toxic and contagious

Intimacy High stress environments create close relationships Benefits of “bonding”  Increases employee loyalty  Higher satisfaction with work Must be balance with a personal Life  Prevent burnout  Work and play together

Supportive Organizational Climates Organizational barriers  Inadequate release time  Territorial behavior  Lack of funding for training and support  Lack of guidance or upper management direction

Supportive Organizational Climate Designate a ranking person to “kick off” and mentor the team Provide funding for and set a value on training Facilitate Group gatherings Funnel critical strategic information to the team Release and/or assign authority for decision making to the team Be aware of the teams’ achievements and celebrate them

Constructing the Team Project teams fail because of too little  Preparation  Training  Information  Commitment  Support  All the above

Constructing the Team Project managers are responsible for constructing teams  5 step process Design Set the foundation Manage natural disasters Allow for fabrication Inspections and sign-off

Level A – the design Who are you and why are we here? Project manager input  Introduces the team members and their roles  Express confidence in each members ability to contribute  Outlines the vision for the team

Level B- the foundation Let’s get organized Project managers input  Facilitate team development of operational rules and guidelines Communication Conflict resolution  Guide goal-setting and role-defining activities  Provide team skill training

Level C – the natural disaster I don’t like you or this project! Indicators  Territorial behavior  Sniping, silence sullenness grumbling  Inability to reach agreement  Decrease in productivity  Lack of enthusiasm Project Manager input  Mediate and reinforce conflict resolution skills  Model and foster constructive problem-solving approach  Persist to resolution and relationship restoration

Level D-the fabrication We’re really producing “Sweet spot” Danger of Group think  Death of challenge and change Project manager’s input  Celebrate Success  Monitor Progress  Beware of “happy camper’s”

Level E – The inspection and sign-off Are we finished? What do we do now? Project Manager Input  Define Closure  Allow mourning period  Facilitate transition to new project team After action meeting and report

Capstone Project Must be a Project Plan of your choosing  Deliverables include a presentation Criteria for Evaluation of Capstone Projects  Capstone Proposal 10%  Perceived Difficulty of Project 20%  Originality of Solution 10%  Thoroughness of Project10%  Clarity of Presentation 10%  Adherence to Proposed Deliverables 10%  Adherence to Project Schedule 10%  Overall Quality of Project20% Schedule for Capstone Deliverables  October 20 Proposal Due  November 3 Progress Report ed to  November 17 Progress Report ed to  December 1 Progress Report ed to  Final Class Day All Deliverables & Presentation Due