1. Project Team Building, Conflict, and Negotiation
Chapter 6

2. Building the Project Team
Identify Necessary Skills
Renegotiate with Top Management
Identify People With Skills
Build Fallback Positions
Assemble the Team
Success?
Yes No
Building the Project Team
Talk to Potential Team Members
Negotiate with Their Supervisor

3. Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation

4. 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

5. Team Development Stages
Adjourn
Convene
4. Performing
1. Forming
Trust Flexible Supportive Confident Efficient High Morale
Quiet Polite Guarded Impersonal Business-like High Morale
Inclusion
Productivity
Productive
Testing
Organized
Infighting
Establish procedures Develop team skills Confront issues Rebuilding morale
Conflict over control Confrontational Alienation Personal agendas Low morale
Control
Cooperation
2. Storming
3. Norming

6. 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

7. Virtual Project Teams
use electronic media to link members of a geographically dispersed project team
How Can Virtual Teams Be Improved?

8. 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.

9. Sources of Conflict Organizational Interpersonal Reward systems
Scarce resources
Uncertainty
Interpersonal
Faulty attributions
Faulty communication
Personal grudges & prejudices

10. Conflict is often evidence of progress!
Conflict Resolution
Mediate – defusion/confrontation
Arbitrate – judgment
Control – cool down period
Accept – unmanageable
Eliminate – transfer
Conflict is often evidence of progress!

11. Negotiation
a process that is predicated on a manager’s ability to use influence productively
Questions to Ask Prior to Entering a Negotiation
How much power do I have?
What sort of time pressures are there?
Do I trust my opponent?

12. Principled Negotiation
Invent options for mutual gain
Getting to Yes – Fisher & Ury

13. Risk Management
Chapter 7

14. Risk
Risk management - the art and science of identifying, analyzing, and responding to risk factors throughout the life of a project and in the best interest of its objectives.
Project risk – any possible event that can negatively affect the viability of a project

15. Process of Risk Management
What is likely to happen?
What can be done?
What are the warning signs?
Project Risk = (Probability of Event)(Consequences of Event)

16. Four Stages of Risk Management
Risk identification
Analysis of probability and consequences
Risk mitigation strategies
Control and documentation

17. Risk Factor Identification
Brainstorming meetings
Expert opinion
Past history
Multiple (team based) assessments

18. Control & Documentation
Help managers classify and codify risks, responses, and outcomes
Change management report system answers
What?
Who?
When?
Why?
How?