TK3333 Software Management Topic 11: The Project Team

Contents The development and growth of teams Characteristics of effective project teams Team building Sources of conflict and approaches to handling conflict Problem solving Effective time management 2 2 2 2 2 2 2 2 2

Real World Example Vignette: How to Pick a Project Team Teams need a balanced mix of technical skills, soft skills, and personalities. Keep the team as small as possible—Easier to manage, each member has a well-defined role, and communication is easier. Find team members who have positive attitudes and behaviors—Teams with members that have a positive outlook, a good work ethic, and respect for others will be more successful. A diverse team can increase the chance for project success— People who have diverse attitudes and decision-making styles can make a high risk project more successful by covering every angle. Familiarity allows the team to be productive—A team that has worked well together before already know each other’s work styles and preferences. 3 3 3 3 3 3 3 3 3 3

Real World Example Vignette: The Collaborative Team A good project team consists of a small number of people with complementary skills and work styles. Once the team is assembled, the project manager must convert them into a working team. Understand the phases of team development. Use the following suggested team exercises to prevent conflicts: Clearly state the purpose for the team at the beginning of the project and repeatedly until it has been completed. Each team member should get to know each other’s strengths and weakness. Team members should create standards of behavior.

Recommendations for Project Managers Show respect and consideration for all employees Make sure individuals understand their responsibilities and the performance standards Establish good communication Establish clear individual and group goals Properly reward teamwork Demonstrate loyalty to the team 5 4 5 5 4 4 4 4 4 4

Project Team Development and Effectiveness In many projects, people who have never worked together are assigned to the same project team. Personal relationships take time to develop. Teams evolve through various stages of development. 5

Stages of Team Development and Growth Forming Storming Norming Performing 7 5 7 7 5 5 6 6 5 5

Forming First stage in team development. Involves the transition from individual to team. Individuals get acquainted. Members generally have positive expectations. Little work is actually accomplished. 8 6 8 8 6 6 7 7 6 6

Forming Project manager must provided direction and structure. Individuals do a lot of questioning: What is our purpose? Who are the other team members? What are they like? Project constraints must be stated. 10 7 10 10 7 7 8 8 7 7

Storming Second stage in team development. Members start to work on their assigned tasks. Members begin to test the limits and flexibility of the project manager. Conflict and tension increase. Motivation and morale are low. 11 8 11 11 8 8 9 9 8 8

Storming Members express their individuality, not team allegiance. Project managers should: Be somewhat directive. Not become defensive or take issues personally. Provide an understanding and supportive environment. 14 9 14 14 9 9 10 10 9 9

Norming Third stage of team development. Relationships become settled. Interpersonal conflicts have been resolved. Cohesion begins to develop. Project manager minimises directiveness. Work performance accelerates and productivity increases. 16 10 16 16 10 10 11 11 10 10

Performing Final stage of team development. Team is highly committed and eager to achieve the project objective. Level of work performance is high. Communication is open. Members collaborate and help each other. 17 11 17 17 11 11 12 12 11 11

Performing The project manager: Fully delegates responsibility and authority. Concentrates on project performance. Acts as a mentor. 18 12 18 18 12 12 13 13 12 12

The Effective Project Team Characteristics of effective project teams: a clear understanding of the project objective clear expectations of each person’s role and responsibilities a results orientation a high degree of cooperation and collaboration 19 13 19 19 13 13 14 14 13 13

Barriers to Team Effectiveness Unclear Goals Unclear Definition of Roles and Responsibilities Lack of Project Structure Lack of Commitment Poor Communication Poor Leadership Turnover of Project Team Members Dysfunctional Behavior 15

Characteristics of Effective Team Members Plan, control, and feel accountable for their individual work efforts. Have high expectations. Are self-directed and follow through on assignments. Take pride in doing quality work. Participate and communicate. Are problem identifiers and problem solvers. Put the success of the project above personal gain. 20 14 20 20 14 14 16 16 14 14

Team Building Team building is an ongoing process. It is the responsibility of the project manager and the project team. Socialisation among team members supports team building. The project team can initiate social events to celebrate project events. 22 16 22 22 16 16 18 18 16 16

Team Meetings The team can periodically call team meetings. The purpose is to discuss questions such as: How are we working as a team? What barriers are impeding teamwork? What can we do to overcome these barriers? What can we do to improve teamwork? Only team-related issues should be discussed. 24 17 24 24 17 17 19 19 17 17

Conflict on Projects You might think conflict is bad and should be avoided. Conflict is inevitable and can be beneficial. Differences of opinion are natural and must be expected. It provides many opportunities for growth. 25 18 25 25 18 18 20 20 18 18

Sources of Conflict Work Scope Resources Assignments Schedule Cost Priorities Organisational Issues Personal Differences 28 19 28 28 19 19 21 21 19 19

Handling Conflict Conflict should be handled by those involved. Handled properly, conflict can be beneficial. Conflict stimulates discussion. Conflict can foster creativity. Conflict can help team building. 22

Approaches to Handling Conflict Avoiding or Withdrawing Competing or Forcing Accommodating or Smoothing Compromising Collaborating, Confronting or Problem Solving 23

Ethical Behaviour Ethical behavior is necessary within a project organisation, and in project business relationships with customers, suppliers, and subcontractors. Customers and suppliers want to do business with people they can trust. It is important for team members or the project manager to communicate information to the customer. Withholding or falsifying information is unacceptable.

Ethical Behaviour Some circumstances during a project are debatable regarding misbehavior. It is the project manager’s responsibility to set the tone and expectations and to exemplify ethical behavior. Two actions a project organisation can take to prevent wrongdoing are: Having a policy on ethical behavior Conducting training sessions on ethical behavior Project members should bring possible ethical situations to the attention of the project manager. A non-threatening process should be established for individuals to report any actions by others that they think are unethical. If wrongdoing is reported, the project organisation must thoroughly investigate the allegations for the facts versus hearsay to determine if any disciplinary action should be taken.

Ethical Behaviour Ethical responsibility is everyone’s responsibility. Team members must feel accountable for their actions. Members of the project team must pressure any members engaging in questionable behavior, by communicating that they do not agree with, or condone such behavior. Key principles to guide ethical behavior: Treat others the way you want to be treated. Don’t do anything you wouldn’t want your family, friends, neighbours or co-workers to read about in the newspaper or hear on the news.

Nine-Step Approach to Problem Solving Develop a problem statement. Identify potential causes of the problem. Gather data and verify the likely causes. Identify possible solutions. Evaluate the alternative solutions. Determine the best solution. Revise the project plan. Implement the solution. Determine if the problem has been solved. 24

Brainstorming Used in problem solving in which all members contribute spontaneous ideas. A way to generate a lot of ideas and have fun. The quantity of ideas is more important than the quality of ideas. Members should be encouraged to come up with novel ideas. 25

Brainstorming: The Process The team sits around a table, with a facilitator at a flip chart to record ideas. Each member states an idea in turn. Some people will come up with ideas that build on ideas previously mentioned. This process continues until no one can come up with any more ideas or the time limit is up. 2 rules: No immediate discussion of ideas; No judgmental comments 26

Time Management Some suggestions for effectively managing your time: At the end of each week, identify several goals for the following week. At the end of each day, make a to-do list. Read the daily to-do list each day. Control interruptions. Learn to say no. Make effective use of waiting time. 28

Time Management More suggestions: Try to handle paperwork only once. Reward yourself at the end of the week if you accomplished all your goals. 29

Thank You Question? Group Project (Phase 3). Next (16/11) : Project Communications and Documentation Types of Project Organisations

Group Project Phase 3 Discuss the following: Project team/skill set needed to complete the project Methods to control the project Tasks needed to close out the project Critical success factors Conclusion/lessons learned/next steps 5 5 4 5 4 5 4 4 4