1. Building a Team for Your project
Chapter 8

2. Who do you need to make this happen? How to manage a team successfully?

3. Is it true that good people are hard to find
Is it true that good people are hard to find? What are good people worth? What is the demand for good IT people? What is the focus of “human resource management”?

4. The Importance of Human Resource Management
Many corporate executives have said, “People are our most important asset”
People determine the success and failure of organizations and projects
Getting the right people is as critical as managing them the right way!

5. Web research
What is the difference between “intrinsic motivation” and “extrinsic motivation”? Which is most effective?

6. Maslow’s Hierarchy of Needs
Web research
Maslow’s Hierarchy of Needs
Information Technology Project Management, Sixth Edition

7. Examples of Herzberg’s Hygiene Factors and Motivators
Web research
Examples of Herzberg’s Hygiene Factors and Motivators
Factors that cause job dissatisfaction if not present
Factors that produce job satisfaction

8. Class exercise : Managing Team members which factors motivate you
Class exercise : Managing Team members which factors motivate you? Put a “+”, neutral or “–” for each item
Leader leads with authority
Receiving money as an incentive
Leader with expertise / great reputation
Penalties for lack of performance
Provided with achievable work challenges

9. Web research
What does it mean to be an “empathetic listener”? Why is this important to project managers?

10. Web research / video
What is the “Tuckman model” of team development”? Class Exercise : Find a partner!
1- What are the phases?
2- What is the role of the leader in each phase?

11. What is the “Tuckman model” of team development”?
Leaders facilitate & enables
Leaders coach
Leaders delegates & oversees
Leaders direct
5 - Adjourning

12. What is a “project organization chart”? Do you really need one of these?

14. What is a “responsibility matrix”?
A.K.A. a RACI Chart

15. Sample RACI Chart R = responsible
A = accountable : can only have on per row!
C = consulted
I = informed

16. Resources in Microsoft Project – A few items… 1) Types of resources:
Work
Material
Cost

17. 2) Resources Availability & Calendar Everyone on my project spends 100% of their time on my project, right?
If not, how do I deal with this?
Set resource Max. units to less than 100% or use a special calendar with fewer work hours per day.

18. Web research
3) What is “over allocation”? What happens when you shorten the schedule but don’t add resources?

19. General Advice on Teams
Expect a lot but never ask for more than you are willing to do yourself
Don’t even think about your own success. Focus 100% of your energy on making your team members successful and the rest will take care of itself. Thank team members!
Be supportive, understanding, and respectful with your team.
Fix the problem instead of blaming people
Establish regular, effective communication and/or meetings
Allow time for teams to go through the basic team-building stages. Only jump in if serious risk to the project
Limit the size of work teams to three to seven members

20. General Advice on Teams (continued)
Plan some social activities to help project team members and other stakeholders get to know each other better
Stress team’s identity
Nurture team members and encourage them to help each other
Take additional actions to work with virtual team members :
be available at different hours of the day to accommodate for different time zone,
deal through issue on the phone (not !),
communicate utilizing different media (video conferencing, memo, share point, staff meeting, annual FTF meeting)!

21. 8 key items to motivate your team
Clearly communicate roles and responsibilities to your team members
Give team members specific and achievable goals
Provide support and help remove obstacles that get in the way
Respect your people
Provide feedback quickly
Tell the truth – to build trust!
Communicate regularly (status & lessons learned)
Handle people problem quickly
From Video

22. Studio day cancelled : Work independently with your team - Finalize your scope document (due bye EOD 2/25) and - Create : 1) your first draft of the risk management plan (what are your risks?), 2) quality management plan (how will you manage and measure your quality?) 3) change management plan (how will you manage your change requests?). Explain your process, create a change request form and a log, determine your change management board.

23. Scope document
The purpose of the Project Scope Statement is to provide a baseline understanding of the scope of a project to include the project’s scope and deliverables, the work required to complete the deliverables, and ensure a common understanding of the project’s scope among all stakeholders. The Project Scope Statement defines the following:
Purpose and Justification of the Project
Scope/Project Description
Project Objectives
High Level Project Requirements
Project Deliverables
Acceptance Criteria
Project exclusions (what is out of scope?)
Project Constraints
Project Assumptions
Cost Estimates (more details then in the Project Charter but not as detailed as in your Budget document)
After you've defined project requirements, deliverables, and assumptions, you refine that information until you can clearly and succinctly state what the project is going to do, in other words, the project's scope.
– What is the “project scope”?
Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines.
Scope refers to all the work involved in creating the products of the project and the processes used to create them
The scope statement covers the deliverables and work the project team is responsible for. Your scope statement also includes an out of scope section that shows what the project doesn't include.
Project Scope describes the boundaries of a project, that is, what's included in the project and, just as important, what isn't included. Scope Management is what you do to ensure that your project includes all the work required to complete the project, no more, no less. The first step is putting together a Scope Management Plan. Basically, you document how you're going to define, validate, and control Project Scope.
In this step, you prepare a Project Scope statement to document what is and isn't included in scope. The project team has to work to deliver the project scope, but many deliverables are too big to manage as is. Breaking deliverables and work into small chunks makes them easier to manage. That's why you create a Work Breakdown Structure, to show your project divided into progressively smaller pieces.
The purpose of the Project Scope Statement is to provide a baseline understanding of the scope of a project to include the project’s scope and deliverables, the work required to complete the deliverables, and ensure a common understanding of the project’s scope among all stakeholders. The Project Scope Statement defines the following:
Purpose and Justification of the Project
Scope Description
High Level Project Requirements
Project Boundaries
Project Strategy
Project Deliverables
Acceptance Criteria
Project Constraints
Project Assumptions
Cost Estimates
Cost Benefit Analysis

24. Monday : Change Leadership Day!
- Read Kotter Chapter 3 : Get the vision right
- Pick 3 of the stories and be ready to present the key take away/learnings and how it relates to your current project:
Painting Pictures of the Future
Cost Versus Service
The Plane Will Not Move!
The Body in the Living Room