1. Managing Project Teams

2. Facts Most important and expensive component of a project are those involved directly or indirectly with the project personnel Quality and time estimates depend on the effectiveness of the project team Good people are in short supply

3. What is a Project Team? Two or more people who share the same goals, are interdependent, have complementary skills, and are mutually accountable to the organization and to each member of the team

4. Redefinition of team A team is: – A small number of people – With complementary skills – Who are committed to a common purpose, – A common set of performance goals, and – A common approach – For which they hold themselves accountable Katzenback and Smith Harvard Business Review 1993 Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

5. What is a Successful Team? Successful teams deliver the goods Successful teams get better at what they do Successful teams are satisfied and committed Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

6. Fundamentals of Team Structure Team size – Social psychological grouping – Process loss Team composition – Knowledge, skills, and abilities Project tasks Team maintenance Team leadership Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

7. Fundamentals of Team Structure Team governance – Manager-led teams – Self-managed work teams – Self-directed teams – Self-governing teams Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

8. Fundamentals of Team Structure Team identity – Team members see themselves as a team – So do outsiders Team interactions – Face-to-face – Across the digital divide Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

9. Fundamentals of Team Structure Team ideology – Norms Team rules, policies, and procedures – Roles Task and “people” roles – Goals Mission, objectives, and deliverables Leading Project Teams: The Basics of Project Management and Team Leadership, 2e by Anthony T. Cobb ©2011 SAGE Publications, Inc.

10. Project Team Development Stages Form Storm Norm Perform Adjourn

11. Forming Become familiar with fellow team member(s) Establish team goals Provide work assignments

12. Storming Set goals Establish power levels Identify leadership roles

13. Norming Build interpersonal relationships with team members Develop a common purpose for the project Develop standard operating procedures

14. Performing Start project work Stage ends when the project is completed

15. Adjourning Complete project assignments Team members are released from the project and reassigned Different emotional reactions exhibited

16. Project Team Performance Factors

17. Different Work Personalities

18. Project Team Selection Keep teams small and manageable Get the right personalities Embrace diversity Reuse successful teams Plan ahead to get the right people Use your network

19. Motivation An individual’s intensity, direction, and persistence toward attaining a goal Individuals are motivated by different things in different ways An individual’s level of motivation may be reflected through their: – Job satisfaction – Absenteeism – Turnover

20. Popular Theories of Motivation Hierarchy of Needs (Maslow) Two-Factor Theory Theory of Needs

21. Maslow’s Hierarchy of Needs A hierarchy of needs – physiological, safety, social, esteem, and self-actualization where as each need is met, the next higher-level need becomes the motivating focus

22. Two-Factor Theory Intrinsic factors – motivational factors – like achievement, recognition, advancement, and responsibility are related to job satisfaction while extrinsic factors – hygiene factors – like salary, relationships with colleagues, and work conditions are associated with dissatisfaction

23. Theory of Needs A person’s motivation can be explained by their need for achievement, power, and affiliation

24. Process Theories of Motivation Theory X and Theory Y Theory Z Goal-Setting Theory Equity Theory Reinforcement Theory Expectancy Theory

25. Theory X and Theory Y Theory X: Assumes that people dislike work, are lazy, dislike responsibility, and must be coerced into working hard Theory Y: Assumes that people like work, are creative, like autonomy, and seek responsibility

26. Theory Z Reflects the Japanese work philosophy which includes a belief in lifetime employment, strong company loyalty, and group consensus

27. Equity Theory Individuals compare their work inputs and outcomes with others and then respond to eliminate any inequities between those comparisons

28. Goal-Setting Theory A specific and difficult goal, with clear feedback related to how well a person is doing in relation to meeting a goal, can be used to enhance a person’s work productivity

29. Reinforcement Theory States that both positive and negative feedback conditions behavior

30. Vroom's Expectancy Theory VARIABLES Expectancy Theory is based on an employee’s beliefs: Valence - refers to emotional orientations which people hold with respect to outcomes (rewards) – the value the person attaches to first and second order outcomes Expectancy – refers to employees’ different expectations and levels of confidence about what they are capable of doing – the belief that effort will lead to first order outcomes Instrumentality – refers to the perception of employees whether they will actually receive what they desire, even if it has been promised by a manager – the perceived link between first order and second order outcomes These 3 factors interact together to create a motivational force for an employee to work towards pleasure and avoid pain. The formula for this force is:

31. Expectancy Theory

33. USING SELF-EFFICACY THEORY TO RESOLVE THE CONFLICT BETWEEN... Locke, Edwin A;Motowidlo, Stephan J;Bobko, Philip Journal of Social and Clinical Psychology; Jan 1, 1986; 4, 3; pg. 328

34. Pygmalion, Goal Sitting, And Expectancy: Eden, Dov Academy of Management. The Academy of Management Review; Oct 1988; 13, 4; pg. 639

35. Motivating Team Members Recognize individual differences Use specific goals and feedback Allow team members to participate in decisions that affect them Link rewards to performance Check the system for equity

36. Questions?