11 The Project Team.

11 The Project Team

Chapter Concepts How teams are acquired and assigned
The development and growth of teams The project kickoff meeting Characteristics of effective project teams and barriers to effectiveness Being an effective team member Team building Valuing team diversity Ethical behavior Sources of conflict during the project and approaches to handling conflict Problem solving and brainstorming Effective time management Chapter Concepts A project team is a group of individuals working interdependently to accomplish the project objective. Teamwork is the cooperative effort by members of a team to accomplish this common goal. The effectiveness, or lack thereof, of the project team can make the difference between project success and project failure. Although plans and project management techniques are necessary, it is the people—the project manager and the project team—who are the key to project success; project success requires an effective project team. This chapter covers the development and maintenance of an effective project team. Based on material in this chapter, students will become familiar with: How teams are acquired and assigned The development and growth of teams The project kickoff meeting Characteristics of effective project teams and barriers to effectiveness Being an effective team member Team building Valuing team diversity Ethical behavior Sources of conflict during the project and approaches to handling conflict Problem solving and brainstorming Effective time management

Learning Outcomes Explain how teams are assigned and formed
Identify and describe the stages of team development Plan and conduct a project kickoff meeting Discuss characteristics of effective teams Identify and describe at least five barriers to team effectiveness Be an effective team member Take actions to support team building Identify at least five dimensions of diversity, and discuss the value of team diversity Behave ethically in a project environment Identify at least four sources of conflict on projects, and explain how to handle conflict Apply the problem solving process and the brainstorming technique Manage time effectively Learning Outcomes After studying this chapter, students should be able to: Explain how teams are assigned and formed Identify and describe the stages of team development Plan and conduct a project kickoff meeting Discuss characteristics of effective teams Identify and describe at least five barriers to team effectiveness Be an effective team member Take actions to support team building Identify at least five dimensions of diversity, and discuss the value of team diversity Behave ethically in a project environment Identify at least four sources of conflict on projects, and explain how to handle conflict Apply the problem solving process and the brainstorming technique Manage time effectively

Project Human Resource Management
Project Management Knowledge Areas from PMBOK® Guide Project Human Resource Management Concepts in this chapter support the following Project Management Knowledge Areas of the PMI Guide to the Project Management Body of Knowledge (PMBOK® Guide): Project Human Resource Management

Developing a Culturally Competent Health Network: a Planning Framework and Guide
Background Project Management Techniques Not meeting the needs of their culturally diverse clients Developed metrics and a project plan to meet those needs Project goal was to improve cultural awareness Responsibility assignment matrix implementation Documentation of the project plans Approval by the project sponsors Gantt charts Monthly project reports distributed to stakeholders

How to Pick a Good Fight About Lehman Brothers Need to have Conflict
Early 1990s One of the most contentious work cultures No ideas were shared Mid 1990s Shift toward an integrated sale model Expected to work as teams Unity and collaboration were priorities Incentives were given for teamwork Fear of disrupting the peace remained Project team success is not always about consensus Peaceful and harmonious workplace can spell disaster Greatest predictor of poor performance is complacency Need to be able to disagree and debate Must have rules for managing conflict Reward risk to think creatively and to have healthy conflict

Acquiring the Project Team
Project teams What expertise, experience, or skills needed How many of each type are required When they will be needed Acquire entire team for smaller projects Assemble team members as needed for larger projects Greatest constraint is the availability of the right resources at the right time May have to negotiate for resources Keep team as small as feasible

Project Team Development

Forming Initial stage Individuals get acquainted Positive expectations
Little work accomplished Depend on direction and structure Lots of questions What purpose? Who are others? What are they like?

Storming Second stage Start to apply their skills to work
Tasks may be larger than anticipated Increasing dissatisfaction with dependence Test the limits and flexibility of the team Conflict emerges and tension increases Motivation and morale are low Members express individuality

Norming Third stage Relationships have settled
Interpersonal conflicts resolved Team has accepted its operating environment Control and decision making are transferred to the project team Cohesion begins to develop Trust begins to develop Team members give and ask for feedback Feeling of camaraderie emerges

Performing Fourth stage High commitment to achieve project objective
High level of work performance Communication is open Collaboration and willingness to help each other Team feels fully empowered Project manager fully delegates responsibility and authority Project manager is mentor

Project Kickoff Meeting
Project orientation Held as early as possible Sets the tone for the project Provides opportunity for team to know each other Clarify roles and responsibilities Describe protocols and plans Allow time for questions and comments

Effective Project Teams
More than a group of individuals Group of interdependent individuals Work cooperatively to achieve the project objective Develop and grow into a cohesive, effective team Takes effort on the part of the project manager and each member

Characteristics of Effective Teams
Clear understanding of the project objective Clear expectations of each person’s role and responsibilities Results orientation High degree of cooperation and collaboration High level of trust

Rate Team Effectiveness

List barriers that can hinder project team effectiveness.
Student Discussion List barriers that can hinder project team effectiveness. What are the barriers that can hinder project team effectiveness?

Possible responses to Student Discussion
Unclear vision and objective Unclear definition of roles and responsibilities Lack of project structure Lack of commitment Poor communication Poor leadership Turnover of project team members Dysfunctional behavior List barriers that can hinder project team effectiveness.

Student Discussion Although the project manager is ultimately responsible for the success of a project, each member of the project team shares in that responsibility. List characteristics of effective team members. Although the project manager is ultimately responsible for the success of a project, each member of the project team shares in that responsibility. List the characteristics of effective team members.

Help create and foster a positive and effective project environment Plan, control, and feel accountable for their individual work efforts Have high expectations and make things happen Are self-directed and follow through on assignments Take pride in doing quality work Participate and communicate Are not only problem identifiers but also problem solvers Put the success of the project above personal gain Although the project manager is ultimately responsible for the success of a project, each member of the project team shares in that responsibility. List characteristics of effective team members.

There are no individual winners or losers
There is no I in TEAM There are no individual winners or losers When projects are successful, everyone wins! As you have probably heard before, there is no I in TEAM—there are no individual winners or losers in a team effort. When a project is successful, everybody wins!

Team Building An ongoing process
The responsibility of both the project manager and the project team Socialization supports team building Enhanced by members getting to know one another Discussions not all work related Initiate social events to celebrate achievements Have team meetings, not just project meetings

Valuing Team Diversity
Acknowledge, understand, and value differences Create a work environment that recognizes, respects, and harnesses differences Accomplish a shared goal Differences can create barriers to team performance May lead to miscommunication and misunderstanding Can result in low morale, diminished trust, reduced productivity, greater tension, and suspicion Can become a serious impediment, if not managed properly Under good management, diversity can lead to more creative, faster results, and higher-quality problem solving and decision making

List dimensions of diversity.
Student Discussion List dimensions of diversity. What are different dimensions of diversity? There are many.

Age or generational differences Appearance Ethnicity or ancestry Gender Health Job status Marital and parental status Race Religious affiliation Sexual orientation Political affiliation Personal habits Personal interests List dimensions of diversity.

Valuing Team Diversity Actions
Should Do Should NOT Do Create and sustain a supportive and positive climate Develop a written diversity policy Provide diversity training Raise awareness and create understanding Help diminish misunderstanding and conflict Make a personal commitment to understand, value, and respect diversity Stereotype or make assumptions Exclude or have lower expectations Draw attention to diversity Make derogatory or insensitive remarks because it demeans the dignity of others Tell jokes, ridicule, or make fun

Ethical Behavior Opportunities for unethical behavior
Some circumstances are debatable regarding misbehavior Project manager’s responsibility to set the tone and expectations Actions to prevent wrongdoing Have a policy on ethical behavior Conduct training sessions on ethical behavior Non-threatening process to report any actions Members must feel accountable

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, neighbors, or co-workers to read about in the newspaper or hear on the news

Conflicts on Projects Sources of Conflict Handling Conflict Approaches
Work Scope Resource Assignments Schedule Cost Priorities Organizational issues Personal differences Avoiding or Withdrawing Competing or Forcing Accommodating or Smoothing Compromising Collaborating, Confronting, or Problem Solving

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

Brainstorming All members of a group contribute spontaneous ideas
Explore as broad a range of options and ideas The process The team sits around a table, with a facilitator who records ideas Member states an idea – do not discuss, justify, or try to sell it Build on ideas previously mentioned Continue until no one can come up with any more ideas or the time limit is up Two important rules must be followed No immediate discussion of ideas No judgmental comments Other participants are not allowed to make any comments at all, supportive or judgmental

Time Management Identify goals to accomplish the following week
At the end of each day, make a to-do list for the next day Read to-do list first thing in the morning, and keep it in sight all day Control interruptions from the items on your to-do list Learn to say no to activities that will consume time but not contribute to accomplishing goals Make effective use of waiting time Try to handle most paperwork only once Go through incoming or mail at the end of the day so that it will not divert from working on day’s to-do list Take action on each mail document while holding it Reward at end of week if accomplished all week’s goals

Critical Success Factors
Project success requires an effective project team. Although plans and project management techniques are necessary, it is the people—the project manager and project team—who are the key to project success. Putting a group of people together to work on a project does not create a team. Helping these individuals develop and grow into a cohesive, effective team takes effort on the part of the project manager and each member of the project team. Project teams should be kept as small as feasible throughout the project. A project kickoff meeting should be held as early as possible to inform members, reduce anxiety, manage expectations, and inspire the team. Characteristics of effective project teams include a clear understanding of the project objective, clear expectations of each person’s roles and responsibilities, a results orientation, a high degree of cooperation and collaboration, and a high level of trust. Each member of the project team needs to help create and foster a positive project environment.

Critical Success Factors (continued)
Effective team members have high expectations of themselves. They plan, control, and feel accountable for their individual work efforts. Members of effective teams have open, frank, and timely communication. They readily share information, ideas, and feelings. They provide constructive feedback to each other. Effective team members go beyond just doing their assigned tasks; they act as a resource for each other. Diversity of the team brings unique ideas and perspectives to projects. Individual team members make a personal commitment to understand and value diversity and respect the differences of other team members. Diversity is valued as a strength that will enrich communication, foster better relationships, create an enjoyable workplace, and enhance team performance. Ethical behavior is crucial in project business relationships with the customer, suppliers, and subcontractors. Critical Success Factors (continued) Effective team members have high expectations of themselves. They plan, control, and feel accountable for their individual work efforts. Members of effective teams have open, frank, and timely communication. They readily share information, ideas, and feelings. They provide constructive feedback to each other. Effective team members go beyond just doing their assigned tasks; they act as a resource for each other. Diversity of the team brings unique ideas and perspectives to projects. Individual team members make a personal commitment to understand and value diversity and respect the differences of other team members. Diversity is valued as a strength that will enrich communication, foster better relationships, create an enjoyable workplace, and enhance team performance. Ethical behavior is crucial in project business relationships with the customer, suppliers, and subcontractors.

Critical Success Factors (continued)
The project manager and the project team need to acknowledge openly that disagreement is bound to occur during the performance of the project and reach consensus on how it should be handled. Effective project teams resolve conflict through constructive and timely feedback and positive confrontation of the issues. Disagreement is not suppressed; it is viewed as normal and as an opportunity for growth. Handled properly, conflict can be beneficial. It causes problems to surface and be addressed. It stimulates discussion and requires individuals to clarify their views. It can foster creativity and enhance problem solving. Conflict is not just for the project manager to handle and resolve; conflict between team members should be handled by the individuals involved. Each person must approach the conflict with a constructive attitude and a willingness to work in good faith with others to resolve the issues. To effectively manage their time, team members should establish weekly goals and make daily to-do lists. Critical Success Factors (continued) The project manager and the project team need to acknowledge openly that disagreement is bound to occur during the performance of the project and reach consensus on how it should be handled. Effective project teams resolve conflict through constructive and timely feedback and positive confrontation of the issues. Disagreement is not suppressed; it is viewed as normal and as an opportunity for growth. Handled properly, conflict can be beneficial. It causes problems to surface and be addressed. It stimulates discussion and requires individuals to clarify their views. It can foster creativity and enhance problem solving. Conflict is not just for the project manager to handle and resolve; conflict between team members should be handled by the individuals involved. Each person must approach the conflict with a constructive attitude and a willingness to work in good faith with others to resolve the issues. To effectively manage their time, team members should establish weekly goals and make daily to-do lists.

Summary A team is a group of individuals working interdependently to accomplish the project objective. Project teams evolve through various stages of development: forming, storming, norming, and performing. The project manager should schedule a project kickoff meeting with the project team as early as possible during the forming stage of team development to inform the members, reduce anxiety, manage expectations, and inspire the team. Effective project team characteristics include 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, and a high level of trust. Barriers to team effectiveness include: unclear vision and objective, unclear definition of roles and responsibilities, lack of project structure, lack of commitment, poor communication, poor leadership, turnover of project team members, and dysfunctional behavior. Summary A team is a group of individuals working interdependently to accomplish the project objective. Project teams evolve through various stages of development: forming, storming, norming, and performing. The project manager should schedule a project kickoff meeting with the project team as early as possible during the forming stage of team development to inform the members, reduce anxiety, manage expectations, and inspire the team. Effective project team characteristics include 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, and a high level of trust. Barriers to team effectiveness include: unclear vision and objective, unclear definition of roles and responsibilities, lack of project structure, lack of commitment, poor communication, poor leadership, turnover of project team members, and dysfunctional behavior.

Summary (continued) Team building is the responsibility of both the project manager and the project team. Diversity is about acknowledging, understanding, and valuing differences, and creating a work environment that recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared goal, such as the project objective. Ethical behavior is necessary within a project organization and is crucial in project business relationships with the customer, suppliers, and subcontractors. Dealt with properly, conflict can be beneficial because it causes problems to surface and be addressed. A good nine-step problem-solving approach is to develop a problem statement, identify potential causes of the problem, gather data and verify the most likely causes, identify possible solutions, evaluate the alternative solutions, determine the best solution, revise the project plan, implement the solution, and determine whether the problem has been solved. Good time management is essential for a high-performance project team. Summary (continued) Team building is the responsibility of both the project manager and the project team. Diversity is about acknowledging, understanding, and valuing differences, and creating a work environment that recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared goal, such as the project objective. Ethical behavior is necessary within a project organization and is crucial in project business relationships with the customer, suppliers, and subcontractors. Dealt with properly, conflict can be beneficial because it causes problems to surface and be addressed. A good nine-step problem-solving approach is to develop a problem statement, identify potential causes of the problem, gather data and verify the most likely causes, identify possible solutions, evaluate the alternative solutions, determine the best solution, revise the project plan, implement the solution, and determine whether the problem has been solved. Good time management is essential for a high-performance project team.

Chapter Questions

Question 1 Forming Storming Norming Performing
Transition to team Positive expectations High anxiety Little work accomplished Storming Work progresses slowly Dissatisfaction with dependence Conflict and tension Norming Relationships are settled Decision making transferred to the team Cohesion Performance accelerates Performing Highly committed team Empowered High work performance Discuss the stages of team development. Address the process, problems, and level of productivity of each. 1. Discuss the stages of team development. Address the process, problems, and level of productivity of each. Forming is the initial stage of the team development process. It involves the transition from individual to team. Team members generally have positive expectations. The group begins to establish an identity and attempts to define and plan tasks. Little actual work is accomplished and there is a high level of anxiety. The second stage of team development is known as storming. The project objective is clearer in this stage. Members start to apply their skills to work on their assigned tasks, and work progresses slowly. Individuals begin to discover that the reality of the project and the team do not meet their initial expectations. As team members begin to perform their tasks, they feel increasing dissatisfaction with their dependence on the direction or authority of the project manager. Team members begin to test the limits and flexibility of the project manager and the ground rules. During the storming stage, conflict emerges and tension increases. The project team then moves into the norming stage of development. The team knows each other better and relationships have become settled. Interpersonal conflicts have been resolved. The project team has accepted its operating environment. Control and decision making are transferred from the project manager to the project team. Cohesion begins to develop. Trust begins to develop in this stage. Team members give and ask for feedback. There is a feeling of camaraderie. The project manager takes on a more supportive role. Work performance accelerates and productivity increases. The fourth and final stage is the performing stage. The team is highly committed and eager to achieve the project objective. The team feels fully empowered. Communication is open. Members frequently collaborate. The level of work performance is high.

Question 2 The project kickoff meeting benefits the project team by helping to inform team members, reduce anxiety, manage expectations, and inspire the team. It sets the tone for the entire project. Responses for improvements have included: having more time for the team members to get to know each other and to have each team member prepare a brief bio to share with the team. What are the benefits of a project kickoff meeting? From your project experience, describe how the project kickoff meeting for one project could have been improved. 2. What are the benefits of a project kickoff meeting? From your project experience, describe how the project kickoff meeting for one project could have been improved. The project kickoff meeting benefits the project team by helping to inform team members, reduce anxiety, manage expectations, and inspire the team. It sets the tone for the entire project. Student responses for improvements have included: having more time for the team members to get to know each other and to have each team member prepare a brief bio to share with the team upon meeting them.

Question 3 Characteristics associated with effective project teams include: Clear understanding of the project objective Clear expectations of each person’s role and responsibilities Results orientation High degree of cooperation and collaboration High level of trust Yes, based on the definition of “project team,” the same can be said for an effective couple, orchestra, or professional sports team. What are some characteristics associated with effective project teams? Can the same be said for an effective couple, orchestra, or professional sports team? Why or why not? 3. What are some characteristics associated with effective project teams? Can the same be said for an effective couple, orchestra, or professional sports team? Why or why not? Characteristics associated with effective project teams include: 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 A high level of trust Yes, the same thing can be said for any type of team based on the definition of “project team.”

Question 4 Following are barriers that can hinder 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 Barriers are anything that keeps the project from being completed in a successful manner, under budget, on time, and satisfactorily for the customer. What are some common barriers to team effectiveness? Think of a team project on which you have worked. Discuss any barriers to success. 4. What are some common barriers to team effectiveness? Think of a team project on which you have worked. Discuss any barriers to success. Following are barriers that can hinder 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 Barriers are anything that keeps the project from being completed in a successful manner, under budget, on time, and satisfactorily for the customer. Additional specific answers will vary.

Question 5 It is said that “there is no I in TEAM,” because effective team members put the success of the project above personal gain. One can be an effective team member by helping to create and foster a positive and effective project environment. Why is it said that there is no I in team? Do you agree or disagree? How can you be an effective team member? 5. Why is it said that there is no I in team? Do you agree or disagree? How can you be an effective team member? It is said that “there is no I in TEAM,” because effective team members put the success of the project above personal gain. One can be an effective team member by helping to create and foster a positive and effective project environment. Effective team members: Plan, control, and feel accountable for their individual work efforts Have high expectations Make things happen Are self-directed and follow through on assignments, taking pride in doing quality work Participate and communicate Identify and solve problems

Question 6 First, the team can request that team members be physically located in one office area for the duration of the project because then there is a greater chance that they will talk. Second, the project team can initiate social events. Finally, the team can periodically call team meetings, as opposed to project meetings. No, the project manager does not have to initiate all of these activities. Describe three activities that facilitate the process of team building. Must the project manager initiate all of these? 6. Describe three activities that facilitate the process of team building. Must the project manager initiate all of these? First, the team can request that team members be physically located in one office area for the duration of the project because then there is a greater chance that they will talk. Second, the project team can initiate social events. Finally, the team can periodically call team meetings, as opposed to project meetings. No, the project manager does not have to initiate all of these activities.

Question 7 Some dimensions of diversity include:
Age or generational differences Appearance Ethnicity or ancestry Gender Health Job status Marital and parental status Race Religious affiliation Diversity should be seen and valued by the project team as a strength that can enrich communication, foster better relationships, create an enjoyable workplace, and enhance team performance. Describe some of the dimensions of diversity. List some ways you can capitalize on diversity in order to achieve your project objective. 7. Describe some of the dimensions of diversity. List some ways you can capitalize on diversity in order to achieve your project objective. Some dimensions of diversity include: Age or generational differences Appearance Ethnicity or ancestry Gender Health Job status Marital and parental status Race Religious affiliation Diversity should be seen and valued by the project team as a strength that can enrich communication, foster better relationships, create an enjoyable workplace, and enhance team performance. Project team members should not stereotype or make assumptions about a team member’s behavior or performance.

Question 8 The project manager must set the tone and expectations and must exemplify ethical behavior. Two actions a project organization can take to help prevent any wrongdoing are: to have a written policy on ethical behavior and to provide training about ethics in the workplace. Responses will vary. Answers should include an evaluation of the ethical decision and its outcome. What role does the project manager have related to ethical behavior on the team? What steps can be taken to help ensure a high level of ethical behavior? Describe a situation in which you were confronted with an ethical decision and the outcome of your decision. 8. What role does the project manager have related to ethical behavior on the team? What steps can be taken to help ensure a high level of ethical behavior? Describe a situation in which you were confronted with an ethical decision and the outcome of your decision. The project manager must set the tone and expectations and must exemplify ethical behavior. If the project team sees the project manager taking actions or making decisions that are ethically questionable, they will think that it is okay for them to do the same thing. The project manager must be committed to always doing what is right and fair and communicate the same expectations to the project team. The project manager should discuss the importance of ethical behavior at a project team meeting at the beginning of the project and mention it regularly at meetings throughout the project. Ethical actions, such as a project team member raising an issue about an unsafe design, should be encouraged, acknowledged and appreciated. Misconduct or conflict of interest activities must be addressed and appropriate disciplinary action taken to show that such behavior is unacceptable and will not be tolerated. Two actions a project organization can take to help prevent any wrongdoing are: To have a written policy on ethical behavior To provide training about ethics in the workplace Specific responses to the third part of the question will vary. Answers should include an evaluation of the ethical decision and its outcome.

Seven sources of conflict are:
Question 9 Seven sources of conflict are: Work scope Resource assignments Schedule Cost Priorities Organizational issues Personal differences Responses will vary. Answers should include two situations where experienced conflict and the type of conflict. Discuss some types of conflict that might arise during a project. Describe two situations in which you have experienced these types of conflict. 9. Discuss some types of conflict that might arise during a project. Describe two situations in which you have experienced these types of conflict. Seven sources of conflict are: Work scope Resource assignments Schedule Cost Priorities Organizational issues Personal differences Specific responses to the second part of the question will vary. Answers should include two situations where experienced conflict and the type of conflict.

Methods for handling conflict include:
Question 10 Methods for handling conflict include: Avoiding or withdrawing Competing or forcing Accommodating or smoothing Compromising Collaborating, confronting, or problem solving Responses to part two will vary. Answers should include how the conflict was handled. Describe the methods for handling conflict on a project. How was the conflict handled in the two situations you described in your answer to question 9? 10. Describe the methods for handling conflict on a project. How was the conflict handled in the two situations you described in your answer to question 9? Methods for handling conflict include: Avoiding or withdrawing Competing or forcing Accommodating or smoothing Compromising Collaborating, confronting, or problem solving Responses to the second part of the question will vary. Answers should include how the conflict was handled.

Step 1: Develop a problem statement.
Question 11 Step 1: Develop a problem statement. Step 2: Identify potential causes of the problem. Step 3: Gather data. Step 4: Identify possible solutions. Step 5: Evaluate the alternative solutions. Step 6: Determine the best solution. Step 7: Revise the project plan. Step 8: Implement the solution. Step 9: Determine whether the problem has been solved. The manager at a local bank noticed that after a new information system was installed at the bank, some of the customer transactions were not getting posted. The manager knew that this problem could lead to serious financial difficulties as well as unhappy customers. Describe how she could apply the nine-step problem-solving process described in the chapter to solve the problem. 11. The manager at a local bank noticed that after a new information system was installed at the bank, some of the customer transactions were not getting posted. The manager knew that this problem could lead to serious financial difficulties as well as unhappy customers. Describe how she could apply the nine-step problem-solving process described in the chapter to solve the problem. Step 1: Develop a problem statement. For example, 5% of customer transactions are being posted incorrectly. Step 2: Identify potential causes of the problem. For example, problems with data entry, problems with the computer system, etc. Step 3: Gather data. Step 4: Identify possible solutions. For example, rewrite programs, train users, etc. Step 5: Evaluate the alternative solutions. Step 6: Determine the best solution. Step 7: Revise the project plan. Step 8: Implement the solution. Step 9: Determine whether the problem has been solved.

Question 12 There are at least ten body parts spelled with three letters: eye, hip, arm, leg, ear, toe, jaw, rib, lip, gum. With a friend, conduct a brainstorming session to name as many parts of the body spelled with only three letters as you can. 12. With a friend, conduct a brainstorming session to name as many parts of the body spelled with only three letters as you can. Specific answers will vary. There are at least ten body parts spelled with three letters: eye , hip , arm , leg , ear , toe , jaw , rib , lip , gum.

Question 13 Some ways that people can more effectively manage their time: At the end of each week, identify several (two to five) goals that you want to accomplish the following week. At the end of each day, make a to-do list for the next day. Read the daily to-do list first thing in the morning, and keep it in sight all day. Control interruptions from the items on your to-do list. Learn to say no to activities that will consume your time but not contribute to accomplishing your goals. Make effective use of waiting time. Try to handle most paperwork only once. Reward yourself at the end of the week if you accomplished all your goals. How can people more effectively manage their time? Which of these suggestions do you currently practice? For the next week, attempt to manage your time better. Heed all the advice given in the book. At the end of the week, write a summary of your experience. 13. How can people more effectively manage their time? Which of these suggestions do you currently practice? For the next week, attempt to manage your time better. Heed all the advice given in the book. At the end of the week, write a summary of your experience. Some ways that people can more effectively manage their time: At the end of each week, identify several (two to five) goals that you want to accomplish the following week. At the end of each day, make a to-do list for the next day. Read the daily to-do list first thing in the morning, and keep it in sight all day. Control interruptions from the items on your to-do list. Learn to say no to activities that will consume your time but not contribute to accomplishing your goals. Make effective use of waiting time. Try to handle most paperwork only once. Reward yourself at the end of the week if you accomplished all your goals. Specific answers to the second part of the question will vary. Answers should include time management techniques that have been successful for the student. The summary should be an evaluation of the techniques tried for the week.

Internet Exercises Effective Project Teams Conflict Conflict Resolution Time Management Ethics in Project Management Project Management Institute Internet Exercises Assign the Internet Exercises to your students as homework or complete them together in a computer lab.

Internet Exercises Searches reveal characteristics and techniques
Adding the term project management to the searches results in different sites A link for Ethics is in the About PMI page. The Code deals with responsibility, respect, fairness, and honesty Using your favorite Web search engine, perform a search for “effective project teams,” sources of conflict,” “strategies for conflict resolution,”, “time management.”.” Add the words “project management” to the searches and compare the results. Visit the PMI website and click on the link for “Ethics in Project Management,” explore the ethics resources, and the PMI Code of Ethics and Professional Conduct. Internet Exercises Search for effective project teams provides results of characteristics and techniques for building effective project teams. Have students identify the techniques they have found to be successful. Have students analyze the different results that are returned for searches such as: "sources of conflict," "strategies for conflict resolution," and "sources of conflict strategies for conflict resolution." Have students indicate the search terms they used. Adding "project management" to the searches also results in different sites that are found. The search for time management results in technique and strategy sites. Adding project management to the time management search reveals specific suggestions for project managers and how to manage time. A number of case studies are available on the Internet. Adding terms about the specific project that is of interest to the student could help in finding a case to evaluate. Adding the term ethical dilemma to the search changes the results and reveals additional projects with ethical dilemmas. The Project Management Institute website link provides a number of resources for ethics. The PMI Code of Ethics and Professional Conduct is an excellent resource to review with the class to determine what the ethical and professional standards should be for project managers.

Team Effectiveness? Case Study 1 Case Study #1: Team Effectiveness?
This is a great case study that can be used for a class discussion. There are lots of open-ended issues that need to be resolved. The case involves issues in communication and team conflict. Group Activity Divide the class into four groups and assign one of the case questions to each group to discuss and develop responses. Each group should identify a spokesperson to present its responses to the entire class.

Case Study 1 Question 1 Clearly, Colin was somewhat stunned by Henri’s behavior, although it was not the first time. Immediately after the meeting Colin should have discussed the issue with Henri. What are some things Colin could have done in or after the meeting when Henri verbally attacked him? 1. What are some things Colin could have done in or after the meeting when Henri verbally attacked him? Clearly, he was somewhat stunned by Henri’s behavior, although it was not the first time. Immediately after the meeting he should have discussed the issue with Henri.

Case Study 1 Question 2 Raouf and Colin are friends and Raouf should have helped Colin to see that statements or attitudes such as “I’m gonna get that jerk if it’s the last thing I do” will not help the situation. Is there anything more Raouf could have done during or after his meeting with Colin to prevent the situation from escalating? 2. Is there anything more Raouf could have done during or after his meeting with Colin to prevent the situation from escalating? Raouf and Colin are friends and Raouf should have helped Colin to see that statements or attitudes such as “I’m gonna get that jerk if it’s the last thing I do” will not help the situation.

Case Study 1 Question 3 Jack was clearly in a rush, but maybe he should have allocated a few minutes to discuss the issue with Colin. Jack could have gotten information about the meeting and the project status before meeting with Henri. In his meeting with Henri he should have advised him on better ways to handle his stress. Jack also should have closed the door to keep others from hearing the private conversation. Could Jack have handled his meeting with Colin in a better way? Was there anything Jack could have done after his meeting with Colin and before he met with Henri? What are some things Jack could have done in his meeting with Henri? 3. Could Jack have handled his meeting with Colin in a better way? Was there anything Jack could have done after his meeting with Colin and before he met with Henri? What are some things Jack could have done in his meeting with Henri? Jack was clearly in a rush, but maybe he should have allocated a few minutes to discuss the issue with Colin. Jack could have gotten information about the meeting and the project status before meeting with Henri. In his meeting with Henri he should have advised him on better ways to handle his stress. Jack also should have closed the door to keep others from hearing the private conversation.

At some point, Fatima needs to have a discussion with Henri.
Case Study 1 Question 4 Henri has accused Fatima and her software team of being lazy and not getting their work done. If the project was well-defined with tasks and deadlines, it would be clear whether Fatima’s team was really being lazy. At some point, Fatima needs to have a discussion with Henri. Fatima should present him with data to support her team's progress on the project tasks. What should Fatima do? 4. What should Fatima do? Henri has accused Fatima and her software team of being lazy and not getting their work done. If the project was well-defined with tasks and deadlines, it would be clear whether Fatima’s team was really being lazy. At some point, Fatima needs to have a discussion with Henri. Fatima should present him with data to support her team's progress on the project tasks.

New Team Member Case Study 2 Case Study #2: New Team Member
This case study is of a recent graduate who has just joined a systems development firm. His supervisor takes him through an orientation – while providing the new team member his personal opinions and backgrounds on the remaining team members. This case study communicates the importance of valuing diversity, albeit in a humorous manner! Group Activity Divide the course participants into teams of three or four to discuss this case and develop responses to the case questions. Have each team select a spokesperson to present its responses to the entire class.

Case Study 2 Question 1 As a team leader, Bob is setting a poor example for his team members. Instead of discouraging stereotyping and discrimination, he is actively participating. He clearly is not appreciative of the diversity in his team and is choosing not to leverage it for the organization’s benefit. Brad should communicate to Bob that he does not share his outlook and that he did not appreciate the introductions. If he notices active discrimination and repeated references to their diversity, he should bring this to the management’s attention. Bob is demonstrating what behaviors with respect to valuing team diversity? What are some alternative choices for what Brad can do next? What should he do? 1. Bob is demonstrating what behaviors with respect to valuing team diversity? What are some alternative choices for what Brad can do next? What should he do? As a team leader, Bob is setting a poor example for his team members. Instead of discouraging stereotyping and discrimination, he is actively participating. He clearly is not appreciative of the diversity in his team and is choosing not to leverage it for the organization’s benefit. Brad should communicate to Bob that he does not share his outlook and he did not appreciate the introductions. If he notices active discrimination and repeated references to their diversity, he should bring this to the management’s attention.

Case Study 2 Question 2 If the team members are aware of their supervisor actively stereotyping and discriminating against them, they should collectively report this to the Human Resources department of the organization. What should any of the team members do? 2. What should any of the team members do? If the team members are aware of their supervisor actively stereotyping and discriminating against them, they should collectively report this to the Human Resources department of the organization.

Case Study 2 Question 3 Bob must be removed from this position of leadership since he creates an unproductive work atmosphere. His behavior should be corrected. If he does not show any sign of altering his attitude and behavior, the organization must decide on whether they would like to retain him. A leader who understands, respects, and values diversity must be placed in Bob’s position. This will help with team morale. What could be done to improve the climate for diversity in this case? 3. What could be done to improve the climate for diversity in this case? Bob must be removed from this position of leadership since he creates an unproductive work atmosphere. His behavior should be corrected. If he does not show any sign of altering his attitude and behavior, the organization must decide on whether they would like to retain him. A leader who understands, respects, and values diversity must be placed in Bob’s position. This will help with team morale.

Case Study 2 Question 4 If we assume that Bob’s supervisor is not aware of this situation, and that his actions are an isolated case in the organization – the supervisor will most likely severely reprimand Bob or even fire him from the position, even the organization. What do you think Bob’s direct supervisor would do if she were aware of Bob’s actions? 4. What do you think Bob’s direct supervisor would do if she were aware of Bob’s actions? If we assume that Bob’s supervisor is not aware of this situation and that his actions are an isolated case in the organization – the supervisor will most likely severely reprimand Bob or even fire him from the position, even the organization.

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