1. Project Management
Lecture Project Teams

2. Overview What happens in teams Team Roles Motivation team lifecycle
Belbin
Motivation
Maslow/Herzberg

3. Team Lifecycle

4. Team Lifecycle Forming Storming
Initial enthusiasm, reliance on authority to provide a degree of certainty, establishment and finding out what is expected
Storming
Conflicts arise as team members learn more about each other and the work to be performed
Team members become disillusioned and results are fairly unproductive

5. Team Lifecycle Norming Performing
Teams start to put the negative social aspects to one side and now there is more certainty over what has to be done work starts to progress
Performing
This is the peak of performance where teams work synergistically

6. Team Lifecycle Mourning This is where the team begins to break up
Motivation for the task has all but dried up and members of the team are being drafted into new teams for further projects

7. Team Lifecycle
Each stage of the lifecycle will benefit from a different set of management/interpersonal/individual skills
Teams can be analysed to find out which skills are available

8. Belbin Roles
Do the Belbin questionnaire!

9. Belbin Roles CW – Company Worker/Implementer CH – Chair/Co-ordinator
SH – Shaper/Team Leader
PL – Plant/Innovator
RI – Resource Investigator
ME – Monitor/Evaluator
TW – Team Worker
CF – Completer/Finisher

10. CW/Implementer Characteristics Strengths Weaknesses
conservative, dutiful, predictable
Strengths
Organising ability, practical common sense, hard working, self-disciplined
Weaknesses
Inflexible, slow to respond to new possibilities

11. Chair/Co-ordinator Characteristics Strengths Weaknesses
Calm, self-confident, controlled
Strengths
A capacity for treating and welcoming all potential contributors on their merits and without prejudice
A strong sense of objectives
Weaknesses
Not especially intellectual or creative

12. Shaper/Team Leader Characteristics Strengths Weaknesses
Highly strung, outgoing, dynamic
Strengths
Drive and readiness to challenge ineffectiveness and complacency
Weaknesses
Prone to provocation, irritation and impatience

13. Plant/Innovator Characteristics Strengths Weaknesses
Individualistic, serious minded, unorthodox
Strengths
Genius, imagination, intellect, knowledge
Weaknesses
Inclined to disregard practical details
“up in the clouds”
Poor communicator

14. Resource Investigator
Characteristics
Extrovert, enthusiastic, curious, communicative
Strengths
Makes good use of contacts, explores new ideas, responsive to challenges.
Weaknesses
Liable to lose interest after initial fascination has passed.

15. Monitor/Evaluator Characteristics Strengths Weaknesses
Sober, unemotional, prudent
Strengths
Judgement, Discretion, hard-headedness
Weaknesses
Lacks inspiration or the ability to motivate others

16. Team Worker Characteristics Strengths Weaknesses
Socially oriented, rather mild, sensitive
Strengths
An ability to respond to people and situations, and to promote a team spirit
Weaknesses
Indecisive at moments of crisis

17. Completer/Finisher Characteristics Strengths Weaknesses
Painstaking, orderly conscientious, anxious
Strengths
A capacity for follow-through, perfectionism
Weaknesses
A tendency to worry about small things
A reluctance to “let go”

18. Specialist Not part of Belbin’s original classification Strengths
Single minded, self starting, dedicated, provides knowledge and skills in rare supply
Weaknesses
Contributes only on a narrow front, dwells on technicalities, ignores the ‘big picture’

19. Belbin Roles
Best applied to existing teams in order to help members analyse their role and behaviour

20. Motivation Poor motivation often leads to: Increased absenteeism
Increase in the effect of sickness
Lower commitment to tasks
Project timescale slippage
Reduction in Product Quality

21. Motivation - Taylor
Taylor looked at how to find the most productive way of doing manual tasks
He believed that money was the exclusive source of motivation
Hughes and Cotterell
Perhaps it is if there is no other means of job satisfaction

22. Motivation - McGregor Theory X: Theory Y:
The average human has an innate dislike of work
Therefore they need coercion, direction or control
People tend to avoid responsibility
Theory Y:
Work is natural
There are other ways of motivating workers
Humans can learn to accept and seek responsibility
Humans have a capacity for imagination and creativity

23. Motivation - Maslow Hierarchy of needs
Physiological needs – air, food, water
Safety needs – protection, security
Social needs – group interaction
Ego needs – the desire for esteem
Self fulfilment needs – realisation of the self image

24. Motivation - Herzberg Motivation Hygiene Achievement Recognition Work
Responsibility
Advancement
Hygiene
Company Policy and Administration
Supervision
technical
interpersonal relationships
Salary
Working conditions

25. Motivation - Herzberg
When you are satisfied at work, what is it that is making you happy?
When you are dissatisfied at work, what is it that is making you unhappy?

26. Conclusions
Teams are usually artificial entities – you don’t get to choose who you work with
Understanding team dynamics, roles and motivation factors will help you work better with team members

27. Review of PM material Project Planning Risk Management
Gantt Charts
WBS/PBS
Activity Networks
Resource Analysis
Risk Management
Risk Analysis
Decision Making
Budgeting and Cost Control
Cost Benefit Analysis
Payback Period
NPV
Quality and Team Management

28. References Hughes and Cotterell “Software Project Management”
Cadle and Yeates “Project Management for Information Systems”
Belbin “Management Teams”
A useful link