1. CSSE 372 9.October.2008 Building and managing the team Chapter 9, pages 248-274, 281-315

2. Outline Recruiting the team Contract stuff Team operating rules Team communications Multiple team projects

3. Who’s on the team? Project manager Core team Contractors

4. Project manager When do you pick? How do you pick? Background and experience Leadership and strategic expertise Technical expertise Interpersonal competence Managerial ability Availability

5. Core team members When do you pick? How do you pick? Commitment Shared responsibility Flexibility Task-orientedness Ability to work with schedules and constraints Willingness for trust and mutual support Team-orientedness Open-mindedness Ability to work across structure and authorities Ability to use PM tools

6. Contractors Why would you use contractors? Implications of contractors Selection criteria

7. Types of proposals RFI RFP RFQ

8. Types of contracts Retainer T&M T&M NTE FFP

9. 1 st CotD

10. Balancing the team Authority vs. responsibility Motivation Communication styles

11. Team operating rules Problem solving Decision making Conflict resolution Consensus building Brainstorming Team meetings

12. Ways to deal with decisions/problems Flip a coin Let somebody else do it Wait until it goes away Use the “squeaky wheel” approach Wait until you get more data Choose a temporary solution Use a process of elimination vote Gain consensus Cary a big stick/dictate Boss gets the final say Use criteria (cheapest, prettiest, etc.) Panic

13. 2 nd CotD

14. Problem solving As defined by Webster: “1. a question raised for inquiry, consideration, or solution 2. an intricate unsettled question. A source of perplexity, distress, or vexation” Rational problem solving: A deviation between a should and an actual for which a cause is unknown and of concern.

15. Example Problem description Our standard preferred supplier of camera bodies and housings has been purchased by one of their competitors in a hostile takeover. As a result the purchase/quantity agreements we had in place have now been reopened by the new owner with the intent of renegotiating new agreements. Impact (on CSP) Performance impacted due to production costs exceeding the measure of $30/unit. Alternatives 1. Renegotiate all purchase orders with the supplier representatives 2. Find entirely different supplier 3. Change part specs by using less expensive materials 4. Decrease lens cost by renegotiating terms for volume discounts Recommendation

16. Problem Statement: Our standard preferred supplier of camera bodies and housings has been purchased by one of their competitors in a hostile takeover. As a result the purchase/quantity agreements we had in place have now been reopened by the new owner with the intent of renegotiating new agreements.  Alternatives  IMPAC T ON: Problem1234 C $15K – travel to view facilities of potential new vendor 60 hrs35 hrs S 1 week 3 weeks2 weeks reengineering 1.5 weeks P Production cost increase of $30/unit Maintain current component knowledge with current vendor However there is a quality risk due to unknown supplier capabilities Perceived quality of camera by consumer down by 2 points Risk that lens inventories will be higher than demand for cameras

17. Recommendation Recommend Alt. 1 The reason is that we have established and maintained a strong, productive relationship with the engineering and manufacturing people who produce the camera bodies. To preserve this relationship and solve the problem, we want to forge a relationship with the purchasing agents of the current supplier.

18. Team meetings Meeting frequency Agenda preparation Meeting coordination Recording and distributing minutes

19. Types of meetings Daily status Problem resolution Project review

20. Multiple-Team project Project Office Core team Super team

21. Project office

22. Core team

23. Super team

24. Selecting the PM structure

25. Questions?