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12/10/21MANG6311©RameshVahidi2021 1

Week 2

Hang on … when did we actually

become a ‘team’?! (Teamwork & Leadership - part 1)

Dr Ramesh Vahidi [email protected]

12&14 Oct 2021

Southampton

Business School

MANG6311 Project Management

People & Organizations

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1. Do you generally prefer to work in teams (or with others) or to work on your own?

1. Strongly Prefer Teamwork

2. Slightly Prefer Teamwork

3. Equally prefer Teamwork or Individual Work

4. Slightly Prefer Insividual work

5. Strongly Prefer Individual Work

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Rules of the Teams/Breakout Rooms!

- If you are not clear about the task: Ask me before joining the rooms/working together.

- If there was silence at your desk/in a breakout room: The person whose first name starts with the earliest character in alphabetical order will start the conversation! (or the one nicest one!) Example: Anna will start if the group members are: Anna, James, Mary, Ramesh!

- Introduction: Members should quickly introduce themselves and then start the discussion.

- Contribution 1: The team should agree who reports back to the main room when you are back.

- Contribution 2: Share your findings in the main room briefly and referring to the main points so we could have more views! (give enough details considering the time)

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You could choose: ‘Teamwork’ or Not? …

I will definitely design the software myself for increasing my chance of success.

I will consider a few factors before making my

decision on building a team or not:

- - -

I will build the team to design the software and will accept the potential challenges of working with this team.

Scenario: You are tasked with designing a small software for your department to record the time people spend on their assigned tasks.

You will be accountable for the final success of the software. You have all the software design skills. This is a critical/urgent project. You have many other tasks to do in parallel.

You have been given the chance to build a team with some other colleagues from your own and other departments. You do not know these people in person. You know they have different expertise but no one has software design expertise.

2,5

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1. I will definitely design the software myself for increasing my chance of success.

2. I will first consider a few factors before making my decision on building a team or not.

3. I will build the team to design the software and will accept the potential challenges of working with this team.

2. In this Scenario: Which one would you prefer?

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You could choose: ‘Teamwork’ or Not? …

I will definitely design the software myself for increasing my chance of success.

I will consider the following factors in

making my decision on building the team or not:

- - -

I will build the team to design the software and will accept the potential challenges of working with this team.

Scenario: You are tasked with designing a small software for your department to record the time people spend on their assigned tasks.

You will be accountable for the final success of the software. You have all the software design skills. This is a critical/urgent project. You have many other tasks to do in parallel.

You have been given the chance to build a team with some other colleagues from your own and other departments. You do not know these people but already know that no one has software design expertise.

Individual is Core Teamwork is CoreProject Manager’s Style and Approach!

PM’s Knowledge, Attitude, Innovation, Effort, Approach to make

it work! As far as possible! → No

Perfectionism in teams/projects!

Expected Competencies of PM

Professionals!

Aims of Week 2

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1) To familiarize you with the concepts of a ‘team’ and good ‘teamwork’;

2) To prepare you for understanding, describing and explaining ‘team dynamics’;

3) To prepare you for analysing, synthesizing and reflecting on ‘team dynamics’.

4) To prepare you for using these in your teamwork from now as a practice for your profession!’.

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Let’s take a look at Team and Teamwork first

When do you realise you belong to a

‘Team’?

1) When the lecturer, the project manager, the company puts my name together with a few others as my team members.

2) When we meet each other the first time right after we are told we should work as a team.

3) Have no idea!

4) Have a different idea ….

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A Sense of Team

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• Crowds

• Groups

• Teams

Often confused with teams! Mainly talked

about in some management and

organizational context. (even other disciplines

like medical, etc.)

Definition of Teams in PM Sources

Most common and key characteristics of project teams in definitions:

• Being driven by a temporal context (i.e., Project time frame),

• Cross- functionality (i.e., Including members with diverse expertise to meet project goals),

• Dynamic composition, with membership changing depending on task requirements (Chiocchio & Essiembre, 2009; Edmondson & Nembhard, 2009; Hollenbeck, Beersma, & Schouten, 2012; Project Management Institute, 2008; Turner, 2009; Turner & Müller, 2003).

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Source: Chiocchio, Kelloway, and Hobbs (2015, p424 or Online: 2/36).

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Are we working as a ‘Group’ or a ‘Team’?

Work Groups Teams

• Individual accountability

• Minimal & formal knowledge

sharing

• Individual goals

• Discrete individual outputs

• Clearly defined tasks

• Individual rewards

• Purpose, goal and scope shaped

by the line manager

• Individual & collective

accountability**

• Knowledge-sharing culture

underpinned by formal & informal

communication systems

• Collective (team) goals

• Collective (team) output

• Flexible task allocations

• Collective (team) rewards

• Purpose, goal and scope shaped

by team leader on consultation

with team members

Very key & s.times the

‘missing bit’!

Types of Teams (management/orgs sources)

Combe (2014) Boddy (2019) Hackman (1990, cited in Boddy, 2014, p.427)

…

Cross-functional Formal Teams Top management teams

Cross-cultural Informal Teams Team forces

Research & Development

Self-managing Teams

Professional support groups

Project-based Virtual Teams Performing groups

Human service teams

Customer service teams

Production teams

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Learn More: Read from PM-related sources … not NURSING, etc. and preferably not (only) organizational and management sources. → SHOULD BE PM SOURCE/CONTEXT.

*Study & cw Tip

Feedback - Feedforward

Extra Notes on: Different Types of

Working Groups (not TEAMWORK!) • Dependent Work Groups

o Direct supervision; short term purpose not strategic; simple rather than innovative sophisticated tasks (e.g. contractor for seasonal gardening on campus!)

• Independent Work groups

o High level guidance; less control; professional expertise (e.g. Int. admission team!)

• Interdependent Work Groups

o High level of coordination; independent professionals; strategic contribution;

strong individual characteristics (distinction from teams) (e.g. Some Exec Boards)

• Informal Groups

o Feature of internal organizational relations; satisfy human’s natural social

needs and support; reflect culture and needs. (e.g. flatmates, close friends, …)

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Project Teams’& Diversity

• Why Projects Teams are (becoming) more ‘Diverse’

• In which ways? you name a few of their?

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Features of Project Teams: ‘Diversity’

Socio- Economic

Status Geograph

ical Location

Physical strength

Ethnicity

Gender

…

Religion

Language

Potential Dimensions of Diversity in Project

Teams

Educational Backgrounds

Generation

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Diversity: A project success

factors

Teamwork Advantages

Creates synergy and is inevitable in modern

projects/businesses:

✓ No one could have all the expertise;

✓ Makes it possible to see the big picture;

✓ Possible to aim at more ambitious goals;

✓ Enhanced decisions/raises success rate;

✓ Higher capacity for taking bigger risks.

✓ Unique opportunity for learning from

others with different mindsets, cultures,

values, approaches, etc..

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Inevitable in Modern Projects/business world

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Team-Building and teamwork

Characteristics of Effective Project Teams

• Clear sense of mission and common understanding

- Project and team performance

- ‘keeping in the dark’

- Team segmentation

o Productive interdependency

• “Interdependency … degree of joint activity among team members that is

required in order to complete a project.” (e.g., Insurance Prj, Kick-off) (Inclusion)

• Acknowledge and value one’s work in relation to other project members

and the wider organization units.

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Trust, Motivation, Commitment

(Pinto, 2019)

Ruins!

Characteristics of Effective Project Teams

• Cohesiveness o Degree of mutual attraction between the team members

• Trust - “Means different things to different people … team’s comfort level with

each other.” - Ease of expressing disagreement, - Confidentiality, - Created over a long period … easy to be damaged in a very short time.

• Enthusiasm - “Key to creating energy and spirit …” - Environment: Challenging, supportive, personally rewarding.

• Result Orientation - Continually rally team members toward the important or significant issues

Team Spirit Killers: ‘Claim or Blame?!’ (RV)

If Things Go Wrong When Things Go Right

Example of two managers presenting at a recent seminar!

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Team Building as Project Responsibility: Selection, Acquisition & Formation

12/10/2127Project kick-off

Official appointment of selected people

Identify required skills - WBS

Identify People with the skills

Negotiate team requirements, the project and its nature

Assemble the team

Define and decide tasks based on responsibility chart -RACI

Based on: Pinto (2013, p. 201 and 2019, p. 228)

Effective ‘team’ building: • Step-by-step process • Quite often team is set already • Not achieved by chance • Not only previous connections

Failed? Go to the next slide …

A Good practice: A good Kick-off meeting … look for future lectures!

WBS: Work Breakdown or any full list of project

tasks (MANG6310)

RACI Matrix: (MANG6310)

Read WBS & RACI from Maylor or Pinto

Team Building: Selection and Formation

12/10/2128Project kick-off Based on: Pinto (2013, 2019)

• Combat for limited resources; • Needs high social and political skills;

Negotiate team requirements, the project and its nature

Failed Negotiation

Try to get partial assistance/outsource

Adjust project schedule, budget and/or priorities

Notify top management of

consequences (in written)

• Needs high levels of flexibility, Compromises & creativity!

• Not always easy or straightforward!

(Not a choice for assignment teams!!☺)

What do we mean by Team Dynamics?

• Team dynamics here refers to

the changes and patterns of

changes in teamwork status;

i.e., working relations (formal

and informal); behaviours;

collaborations; forces and

phenomenon during the

course of a teamwork.

Analysis of and Reflection on Team Dynamics

• Means understanding, the way people

(including yourself) work individually and

together and if these changed.

• Explaining, comparing and contrasting these

with existing theories to find out ‘why’ they did

what they did.

• Exploring what worked or did not work.

• Ultimately: Learning lessons for keeping good

practises, avoiding similar mistakes, and

gradually developing capabilities in ‘predicting’

the potential outcomes (to some extent!).

Review and Reflect

• How would you know that you belong to a ‘team’ or a ‘group’?!

• What concepts did you learn about team and teamwork?

• What does a good or and effective team works?

• Could you find examples for each discussion from your previous teamwork cases? (What could have been done differently/better?)

• How would you use and implement these in your next ‘Teamwork’?

Form Study Teams

• Make teams of 5-6 for working together on

future exercises.

• These are not the teams for presentation.

Readings Essentials:

• Pinto, J.K.. (2019) Project Management: Achieving Competitive Advantage. Global Edition, Pearson Education, Limited, 2019. ProQuest Ebook Central,

http://ebookcentral.proquest.com/lib/soton-ebooks/detail.action?docID=5720015

• Chapters of PM textbooks for project management points of view: Pinto (2019) [electronic resource] , Maylor (2010) [electronic resource]

• Boddy, D. (2014) Management: an introduction. 6th ed. Imprint: Harlow: Financial Times Prentice Hall. Chapter 17. [electronic resource]

• More advanced:

12/10/21

http://ebookcentral.proquest.com/lib/soton-ebooks/detail.action?docID=5720015

https://www-lib.soton.ac.uk/uhtbin/cgisirsi/KBgMQKKPNm/HARTLEY/184231317/18/X245/XTITLE/Management+an+introduction.