Revised Project
TW7809
Larson8e_CH11_PowerPoint_Accessible.pptxChapter Eleven
Managing Project Teams
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Where We Are Now
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Learning Objectives
11-1 Identify key characteristics of a high-performance project team.
11-2 Distinguish the different stages of team development.
11-3 Understand the impact situational factors have on project team development.
11-4 Identify strategies for developing a high-performance project team.
11-5 Distinguish functional conflict from dysfunctional conflict and describe strategies for encouraging functional conflict and discouraging dysfunctional conflict.
11-6 Understand the challenges of managing virtual project teams.
11-7 Recognize the different pitfalls that can occur in a project team.
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Chapter Outline
11.1 The Five-Stage Team Development Model
11.2 Situational Factors Affecting Team Development
11.3 Building High-Performance Project Teams
11.4 Managing Virtual Project Teams
11.5 Project Team Pitfalls
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High-Performing Teams
Synergy
Positive synergy 1 + 1 + 1 + 1 + 1 = 10
Negative synergy 1 + 1 + 1 + 1 + 1 = 2
Characteristics of High-Performing Teams
Share a sense of common purpose
Make effective use of individual talents and expertise
Balance role and share tasks
Exert energy toward problem solving
Accept differences of opinion and expression
Encourage risk taking and creativity
Set high personal performance standards
Identify source of both professional and personal growth
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11.1 The Five-Stage Team Development Model
FIGURE 11.1
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11.2 Situational Factors Affecting Team Development
Conditions Favoring Development of High-Performing Project Teams
There are 10 or fewer members per team.
Members volunteer to serve on the project team.
Members serve on the project from beginning to end.
Members are assigned to the project full time.
Members are part of an organization culture that fosters cooperation and trust.
Members report solely to the project manager.
All relevant functional areas are represented on the team.
The project involves a compelling objective.
Members are located within conversational distance of each other.
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11.3 Building High-Performance Project Teams
FIGURE 11.3
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Recruiting Project Members
Factors affecting recruitment
The importance of the project
The management structure being used to complete the project
Considerations that need to be factored into the recruitment process
Problem-solving ability
Availability
Technological expertise
Credibility
Political connections
Ambition, initiative, and energy
Familiarity
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Conducting Project Meetings
The first project team meeting—project kick-off meeting
Establishing ground rules
Planning decisions
Tracking decisions
Managing change decisions
Relationship decisions
Managing subsequent project meetings
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Establishing Team Norms
Confidentiality is maintained; no information is shared outside the team unless all agree to it.
It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached.
There is zero tolerance for bulling a way through a problem or an issue.
Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward.
Respect outsiders, and do not flaunt one’s position on the project team.
Hard work does not get in the way of having fun.
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Establishing a Team Identity
Effective use of meetings
Co-location of team members
Creation of project name
Get the team to build or do something together early on
Team rituals
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Requirement for an Effective Project Vision
FIGURE 11.4
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Managing Project Reward Systems
The reward system encourages team performance and extra effort.
Most project managers advocate the use of group rewards.
To increase the value of rewards, rewards need to have lasting significance.
Some project managers have to use negative reinforcement to motivate project performance.
There are times when we need to reward individual performance. Examples of this kind of rewards include
Letter of recommendation
Public recognition for outstanding work
Job assignments
Flexibility
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Orchestrating the Decision-Making Process
Facilitating group decision making involves four major steps.
Identifying problems
Generating alternatives
Reaching a decision
Following up
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Managing Conflict within the Project
Encouraging Functional Conflict
Functional conflict plays a critical role in obtaining a deeper understanding of the issues and coming up with the best decisions possible.
Project managers can legitimize dissent within the team by
Designating someone to play the role of devil’s advocate.
Asking the group to take 15 minutes to come up with all the reasons the team should not pursue a course of action.
Managing Dysfunctional Conflict
Mediate the conflict
Arbitrate the conflict
Control the conflict
Accept the conflict
Eliminate the conflict
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Sources of Conflict over the Project Life Cycle
FIGURE 11.5
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Rejuvenating the Project Team
Informal Techniques
Institute new rituals.
Show the team an inspiration movie.
Have the project sponsor give a pep talk.
Formal Techniques
Hire an external consultant to facilitate a team-building session to elevate team performance and clarify ownership (whether the team has direct influence over the issue) issues.
Link team-building activities with outdoor experience to provide an intense common experience that accelerate the social development of the team.
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11.4 Managing Virtual Project Teams
Two biggest challenges involved in managing a virtual project team are
Developing trust
Hold a face-to-face meeting at the beginning and orchestrate the exchange of social information.
Set clear roles for each team member.
Form teams with people who have already worked effectively together on projects, if possible.
Developing effective patterns of communication
Don’t let team members vanish.
Establish a code of conduct to avoid delays.
Establish clear norms and protocols for surfacing assumptions and conflicts.
Use electronic video technology to verify work.
Share the pain.
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24-Hour Global Clock
FIGURE 11.6
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11.5 Project Team Pitfalls
Groupthink
Illusion of invulnerability
Whitewash of critical thinking
Negative stereotypes of outsiders
Direct pressure
Bureaucratic bypass syndrome
Team spirit becomes team infatuation
Going native
Use nominal group technique (NGT) to guide decisions on project
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Key Terms
Brainstorming
Dysfunctional conflict
Functional conflict
Groupthink
Nominal group technique (NGT)
Positive synergy
Project kick-off meeting
Project vision
Team building
Virtual project team
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End of Main Content
© 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.
No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
Because learning changes everything.®
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Accessibility Content: Text Alternatives for Images
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11.1 The Five-Stage Team Development Model - Text Alternative
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Step 1: Forming
Project activity: Orientation to project. This leads to the group process.
Group process: Testing and dependence. This leads to the next stage.
Step 2: Storming
Project activity: Emotional response to the demands of the project. This leads to the group process.
Group process: Intragroup conflict. This leads to the next stage.
Step 3: Norming
Project activity: Open exchange of relevant information. This leads to the group process.
Group process: Development of group cohesion. This leads to the next stage.
Step 4: Performing
Project activity: Emergence of a solution. This leads to the group process.
Group process: Functional roles emerge. This leads to the next stage.
Step 5: Adjourning
Project activity: Dissolution of the group.
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11.3 Building High-Performance Project Teams - Text Alternative
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To create a high-performance project team, the project leader first recruits team members. Then, a number of key activities occur:
Conduct project meetings
Establish team identity
Create a shared vision
Build a reward system
Manage decision making
Manage conflict
Rejuvenate the project team
The result is superior performance.
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Sources of Conflict over the Project Life Cycle - Text Alternative
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At the Defining stage of the project life cycle, likely sources of conflict include priorities, procedures, and schedules.
At the Planning stage, likely sources of conflict include priorities, schedule, procedures, technical, and workforce.
At the Executing stage, likely sources include schedule, technical, workforce, and priorities.
At the Delivery stage, the schedule is the likely source of conflict.
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24-Hour Global Clock - Text Alternative
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| United States (East Coast) | Australia | Scotland | Comments |
| 12 midnight | 2 PM | 5 AM | |
| 1 AM | 3 PM | 6 AM | |
| 2 AM | 4 PM | 7 AM | |
| 3 AM | 5 PM | 8 AM | |
| 4 AM | 6 PM | 9 AM | Australia handoff for off-shift review |
| 5 AM | 7 PM | 10 AM | |
| 6 AM | 8 PM | 11 AM | 3-way conferencing window (primary) |
| 7 AM | 9 PM | 12 noon | 3-way conferencing window (primary) |
| 8 AM | 10 PM | 1 PM | 3-way conferencing window (primary) |
| 9 AM | 11 PM | 2 PM | |
| 10 AM | 12 midnight | 3 PM | |
| 11 AM | 1 AM | 4 PM | |
| 12 noon | 2 AM | 5 PM | Scotland handoff for off-shift review |
| 1 PM | 3 AM | 6 PM | |
| 2 PM | 4 AM | 7 PM | |
| 3 PM | 5 AM | 8 PM | |
| 4 PM | 6 AM | 9 PM | 3-way conferencing window (primary) |
| 5 PM | 7 AM | 10 PM | 3-way conferencing window (primary) |
| 6 PM | 8 AM | 11 PM | U.S. handoff for off-shift review |
| 7 PM | 9 AM | 12 midnight | |
| 8 PM | 10 AM | 1 AM | |
| 9 PM | 11 AM | 2 AM | |
| 10 PM | 12 noon | 3 AM | |
| 11 PM | 1 PM | 4 AM | |
| 12 midnight | 2 PM | 5 AM |
Note: In all regions, Prime time is 9 AM to 5 PM; Secondary time is 6 AM to 8 AM and 6 PM to 10 PM; and Down time is 11 PM to 5 AM.
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