Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Day 11

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -2 Agenda Questions? IP Part 2 Due Oct 14 (Holiday) IP Part 3 (Risk Management) Due Oct 24 Assignment 4 (Over) Due Assignment 5 will be posted after break Exam 1 Corrected 1A, 2 B’s and 1 D No Class on Oct 14  Fall Break No Class on Oct 31 and Nov 7  I will be traveling, alternative arrangements will be made No Class On Nov. 11  Veterans Day. Discussion on Project team building

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Project Team Building, Conflict, and Negotiation 06-01

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6 Learning Objectives After completing this chapter, students will be able to: Understand the steps involved in project team building. Know the characteristics of effective project teams and why teams fail. Know the stages in the development of groups. Describe how to achieve cross-functional cooperation in teams

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6 Learning Objectives After completing this chapter, students will be able to: See the advantages and challenges of project teams. Understand the nature of conflict and evaluate response method. Understand the importance of negotiation skills in project management

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall BP Oil Leak Source:

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 6.3 Basic Steps in Assembling a Project Team Yes

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Effective Project Teams  Clear Sense of Mission  Productive Interdependency  Cohesiveness  Trust  Enthusiasm  Results Orientation 06-08

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Reasons Why Teams Fail Poorly developed or unclear goals Poorly defined project team roles & interdependencies Lack of project team motivation Poor communication Poor leadership Turnover among project team members Dysfunctional behavior 06-09

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Stages in Group Development (Tuckman) 1. Forming – members become acquainted 2. Storming – conflict begins 3. Norming – members reach agreement 4. Performing – members work together 5. Adjourning – group disbands Punctuated Equilibrium is a different model (Gersick)

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Team Development Stages FIGURE 6.4

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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Model of Punctuated Equilibrium Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 6.5

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Achieving Cross-Functional Cooperation FIGURE 6.6

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Building High-Performing Teams Make the project team tangible Publicity Terminology & language Reward good behavior Flexibility Creativity Pragmatism Develop a personal touch Lead by example Positive feedback for good performance Accessibility & consistency 06-12

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Virtual Project Teams use electronic media to link members of a geographically dispersed project team How Can Virtual Teams Be Improved? Use face-to-face communication when possible Don’t let team members disappear Establish a code of conduct Keep everyone in the communication loop Create a process for addressing conflict 06-13

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall U of Penn. 17

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Conflict Management Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours. Categories Goal-oriented Administrative Interpersonal Views Traditional Behavioral Interactionist 06-14

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Sources of Conflict Organizational Reward systems (inequity!) Scarce resources Uncertainty Differentiation Interpersonal Faulty attributions Faulty communication Personal grudges & prejudices 06-15

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-20 Early Detection A little conflict is a good thing But…Time spent on conflict resolution does not advance the project Resolve conflicts early! Look for smoke and don’t wait for the fire Invite critical thinking and positive conflict resolution

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Conflict Resolution  Mediate – defusion/confrontation  Arbitrate – judgment  Control – cool down period  Accept – unmanageable  Eliminate – transfer Conflict is often evidence of progress! 06-21

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-22 Conflict Resolution Guidelines 1) Is it conflict or a problem? Solve problems 2) Does the project manger need to be involved? Resolve at lowest level possible 3) What are the issues and the emotions connected with the conflict? Find the land mines! 4) Are the parties involved committed to resolution? Precede until resolution

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-23 Conflict Resolution Guidelines 5. Are all discussions characterized by a genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements? Disarm the combatants! 6. What is going to make this OK with all the parties? What is the common ground 7. After resolution is achieved, re-verify with each party. Make sure there is no miscommunication 8. Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Negotiation a process that is predicated on a manager’s ability to use influence productively Questions to Ask Prior to Entering a Negotiation 1. How much power do I have? 2. What sort of time pressures are there? 3. Do I trust my opponent? 06-24

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-25 Principled Negotiation 1. Separate the people from the problem Be hard on the deal, soft on the people See the deal from inside their shoes Make your proposal consistent with their values 2. Focus on interests, not positions Values define the deal Each side has multiple interests – be clear on yours, discover theirs 3. Invent options for mutual gain 4. Insist on using objective criteria Strike a deal based on principle, not pressure Agree on fair standards and procedures Frame issues as a collaborative quest Getting to Yes – Fisher & Ury

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-26 Tony’s Rules for Negotiation Go into every negotiation with a series of possible outcomes Must Have Should Have Like to have Can do without Know the opponents position better than they do A good outcome is WIN-WIN Works when both sides have equal power, and similar constraints A better outcome when the others side thinks they won but you got everything you wanted Have “throw away” positions Works when you are not the more powerful side Requires finesse and subtlety The worst outcome is when the other side thinks you beat them. That means you had the power to begin with so why were you negotiating? Remember! What ever was negotiated once is subject to be negotiated again Park your ego at the door…it gets in the way Never get caught in a lie…the best way is to not lie. Once your creditability is gone you can’t negotiate

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 6-27 Sun Tzu "The smartest strategy in war is the one that allows you to achieve your objectives without having to fight". "Therefore I say; know the enemy and know yourself; in a hundred battles you will never be in peril. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both your enemy and of yourself, you are certain in every battle to be in peril." “He will win who, prepared himself, waits to take the enemy unprepared.” “He who exercises no forethought but makes light of his opponents is sure to be captured by them.” “The general who wins a battle makes many calculations in his temple before the battle is fought.” “To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.” “Force him to reveal himself, so as to find out his vulnerable spots. Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.”

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Summary 1. Understand the steps involved in project team building. 2. Know the characteristics of effective project teams and why teams fail. 3. Know the stages in the development of groups. 4. Describe how to achieve cross-functional cooperation in teams

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Summary 5. See the advantages and challenges of project teams. 6. Understand the nature of conflict and evaluate response method. 7. Understand the importance of negotiation skills in project management

06-30 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall