1. Chapter 11 The Project Team

2. Learning Objectives The development and growth of teams
Characteristics of effective project teams
Team building
Valuing Team Diversity
Ethical Behavior
Sources of conflict; approaches to handling
Problem solving
Effective time management 2 2 2 2 2 2 2 2 2 2 2 2 2

3. Real World Example Vignette: Teamwork Creates a Miracle on Ice
Team USA’s gold medal run in the 1980 Winter Olympic Games may be the most indelible moment in U.S. sports history.
Coached by Herb Brooks, the U.S. Hockey team tied Sweden, beat Czechoslovakia, Norway, Romania and Germany.
The U.S. Hockey Team beat the undefeated USSR Hockey team and went on to capture the gold medal against almost impossible odds. 3 3 3 3 3 3 3 3 3 3 3 3 3

4. Real World Example Vignette: Honesty in Project Management
Being honest can allow PMs to be more effective.
The concept of honesty must apply to all team members, too.
Honesty must start right at the beginning of the project
When the objective, costs, schedules, risk, etc., are being defined.
Honesty should be an integral part of all project phases.
“Magic Elements” for honesty:
True understanding among team, users, management
Fair and accurate project plan
Constant and open communication
A PM with a reputation as a trustworthy, honest person will have a better chance of success on current and future projects. 4

5. Project Team Development and Effectiveness
In many projects, people who have never worked together are assigned to the same project team.
Personal relationships take time to develop.
Teams evolve through various stages of development. 5 5

6. Stages of Team Development and Growth
Forming
Storming
Norming
Performing 6 5 7 7 5 7 5 6 6 5 5

7. Forming First stage in team development.
Involves the transition from individual to team.
Individuals get acquainted.
Members generally have positive expectations.
Little work is actually accomplished. 7 6 8 8 6 8 6 7 7 6 6

8. Forming (Cont.) What is our purpose? Who are the other team members?
Project manager must provided direction and structure.
Individuals do a lot of questioning:
What is our purpose?
Who are the other team members?
What are they like?
Project constraints must be stated. 8 7 10 10 7 10 7 8 8 7 7

9. Storming Second stage in team development.
Members start to work on their assigned tasks.
Members begin to test the limits and flexibility of the project manager.
Conflict and tension increase.
Motivation and morale are low. 9 8 11 11 8 11 8 9 9 8 8

10. Storming (Cont.)
Members express their individuality not team allegiance.
Project managers should:
Be somewhat directive.
Not become defensive or take issues personally.
Provide an understanding and supportive environment. 10 9 14 14 9 14 9 10 10 9 9

11. Norming Third stage of team development. Relationships become settled.
Interpersonal conflicts have been resolved.
Cohesion begins to develop.
Project manager minimizes directiveness.
Work performance accelerates and productivity increases. 11 10 16 16 10 16 10 11 11 10 10

12. Performing Final stage of team development.
Team is highly committed and eager to achieve the project objective.
Level of work performance is high.
Communication is open.
Members collaborate and help each other. 12 11 17 17 11 17 11 12 12 11 11

13. Performing (Cont.) The project manager:
Fully delegates responsibility and authority.
Concentrates on project performance.
Acts as a mentor. 13 12 18 18 12 18 12 13 13 12 12

14. 14

15. Why is Teamwork Hard? Why is it so hard for us to get along?
Why do we have to work at this stuff?
Why don’t we all agree with the same approach? Or answer? Or even on what the problem is in the first place?
Answer is we have different PERSONALITIES!! Break here to go to Myers-Briggs Type Indicator test results. 15

16. The Effective Project Team
Characteristics of effective project teams:
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 16 13 19 19 13 19 13 14 14 13 13

17. Barriers to 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 17 15

18. Being an Effective Team Member
Plan, control, and feel accountable for their individual work efforts.
Have high expectations.
Are self-directed and follow through on assignments.
Take pride in doing quality work.
Participate and communicate.
Are problem identifiers and problem solvers. 18 14 20 20 14 20 14 16 16 14 14

19. Effective Team Members (Cont.)
Put the success of the project above personal gain.
It has been said that there is no I in TEAM—there are no individual winners or losers. 19 15 21 21 15 21 15 17 17 15 15

20. Team Building Team building is an ongoing process.
It is the responsibility of the project manager and the project team.
Socialization among team members supports team building.
The project team can initiate social events to celebrate project events. 20 16 22 22 16 22 16 18 18 16 16

21. Team Meetings The team can periodically call team meetings.
The purpose is to discuss questions such as:
How are we working as a team?
What barriers are impeding teamwork?
What can we do to overcome these barriers?
What can we do to improve teamwork?
Only team-related issues should be discussed 21 17 24 24 17 24 17 19 19 17 17

22. Valuing Team Diversity
Diversity is differences among people.
Differences can create barriers to team performance.
Diversity of the team brings unique ideas and perspectives to projects.
Such differences can lead to more creative, faster, and higher-quality problem solving and decision-making. 22

23. Dimensions of Diversity
Age or generational
Appearance
Ethnicity or ancestry
Gender
Health
Job Status
Marital and Parental Status
Race
Religious Affiliation
Other aspects of diversity - sexual orientation, political affiliation, personal habits, and personal interests. 23

24. Stereotyping
Categorizing individuals into a group and then conferring on them the characteristics that we believe apply universally to all members of that group.
Inappropriate behavior regarding diversity includes:
Closed-mindedness, stereotyping, labeling, exclusion, ridiculing, insulting, harassment, intimidation, and discrimination.
Any diversity issues or conflicts should be addressed immediately so they can be resolved before they fester and ‘‘explode’’ at a later time. 24

25. Creating a Positive Climate for Diversity
Two actions the project organization can take are:
To develop a written policy regarding diversity and
To provide training about diversity in the workplace
Barriers to valuing diversity include lack of awareness and lack of understanding.
Organize training sessions on diversity.
Project manager must promote and foster a respectful and supportive work environment.
Team members can also do things to support valuing diversity. 25

26. Ethical Behavior
Ethical behavior is necessary within a project organization, and in project business relationships with customers, suppliers, and subcontractors.
Customers and suppliers want to do business with people they can trust.
Project manager and team members must communicate information to the customer
Withholding or falsifying information is unacceptable 26

27. Ethical Behavior (Cont.)
A project may present many opportunities for unethical behavior or misconduct
It is the project manager’s responsibility to set the tone and expectations and to exemplify ethical behavior
To help prevent wrongdoing, organizations must:
Have a policy on ethical behavior
Conduct training sessions on ethical behavior 27

28. Ethical Behavior (Cont.)
Project members should bring possible ethical situations to the attention of the project manager.
A non-threatening reporting process is essential
If wrongdoing is reported, the project organization must thoroughly investigate the allegations for the facts versus hearsay to determine if any disciplinary action should be taken 28

29. Ethical Behavior (Cont.)
Ethical behavior is everyone’s responsibility.
Team members must feel accountable for their actions
Personal integrity is essential
Use Peer pressure when team members engage in questionable behavior
Do not agree with, or condone such behavior
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 29

30. Conflict on Projects
You might think conflict is bad and should be avoided.
Conflict is inevitable and can be beneficial.
Differences of opinion are natural and must be expected.
It provides many opportunities for growth. 30 18 25 25 18 25 18 20 20 18 18

31. Sources of Conflict Work Scope Resources Assignments Schedule Cost
Priorities
Organizational Issues
Personal Differences 31 19 28 28 19 28 19 21 21 19 19

32. Handling Conflict Conflict should be handled by those involved.
Handled properly, conflict can be beneficial.
Conflict stimulates discussion.
Conflict can foster creativity.
Conflict can help team building. 32 22

33. Approaches to Handling Conflict
Avoiding or Withdrawing
Competing or Forcing
Accommodating or Smoothing
Value placed on relationship
Compromising
Find intermediate position
Collaborating, Confronting or Problem Solving 33 23

34. Nine-Step Approach to Problem Solving
Develop a problem statement.
Identify potential causes of the problem.
Gather data and verify the likely causes.
Identify possible solutions.
Evaluate the alternative solutions.
Determine the best solution.
Revise the project plan.
Implement the solution.
Determine if the problem has been solved. 34 24

35. Brainstorming
Used in problem solving in which all members contribute spontaneous ideas.
A way to generate a lot of ideas and have fun.
The quantity of ideas is more important than the quality of ideas.
Members should be encouraged to come up with novel ideas. 35 25

36. Brainstorming: The Process
The team sits around a table, with a facilitator at a flip chart to record ideas.
Each member states an idea in turn.
Some people will come up with ideas that build on ideas previously mentioned.
This process continues until no one can come up with any more ideas or the time limit is up. 36 26

37. Brainstorming: Two Rules
No immediate discussion of ideas
No judgmental comments 37 27

38. Time Management Some suggestions for effectively managing your time:
At the end of each week, identify several goals for the following week.
At the end of each day, make a to-do list.
Read the daily to-do list each day.
Control interruptions.
Learn to say no.
Make effective use of waiting time. 38 28

39. Time Management (cont.)
More suggestions:
Try to handle paperwork only once.
Reward yourself at the end of the week if you accomplished all your goals. 39 29