Project Management in The Information Age
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NYU-MASY1-GC1250-PostWeek-3_ProjectTeams.ppt*
NYU – School of Professional Studies
Dr. Chiji Ohayia, PMP, CSM
Instructor
February 10, 2022
Week 3
The Project Team
Project Management in the Information Age
MASY1-GC1250-200
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Recap last lecture
Class 3:
The Project Team
Case Study Discussion
Breakout Session/Team Project Time
AGENDA – CLASS #3
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RECAP
LAST SESSION
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The Project Charter
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The Project Charter
- The project charter is the project’s “license to do business.”
- It should come from someone outside the project itself with funding-access, resource-assignment, and decision-making authority sufficient to support the project.
- This person is usually known as the project sponsor.
Why Have a Project Charter?
- Primary purpose: to get approval to proceed with the project and obtain sufficient approval for resources to move to the next phase of the project.
- Communicate to stakeholders and other interested parties the mission and objectives of the project.
- Communicate to the project team what they are expected to accomplish.
PROJECT LIFE CYCLE
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Project Management Life Cycle
Typical Activities During Each Phase
Controlling
Refine WBS
Perform network analysis
Develop schedules
Develop plans
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Execution
Implement control process
Control project with earned value
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Life-Cycle Phases of a Project
Project management consists of a set of activities to ensure that the right projects are performed in the right way. The major process groups in PMI model are:
Initiation
Financial analysis
Analyze strategic goals
Rank projects
Choose projects to pursue
1
Planning
Gather data
Analyze require-ments
Develop charter
Develop WBS
Organize project team
2
Scope verification
Technical audit
Financial audit
Contract close-out
Close-out
5
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Objective
Introduce participants to a model of a typical project life cycle
Time: 6 minutes
Training Notes
- Put up Slide - Project Life Cycle Model.
- The four phases– Planning, Controlling, Execution, and Close-out – make up the life cycle of most projects.
- Explain that the initiation phase is usually not included in the life cycle because many companies don’t regard a project as such until after the initiation or decision to pursue the project has been made.
- During the initiation phase, the need is identified. An appropriate response to the need is determined and described. The major deliverables and participating work groups are identified.
- During the planning phase, the project solution is further developed.
- During the controlling phase, the project plan is further refined to reflect current condition of the project.
- During the execution phase, the defined work performed.
- During the close-out phase, the emphasis on verifying that the project will satisfy the required objective.
Note
- Detail discussions of the phases is outside the scope of this project, however, we will highlight specific items as appropriate . These are covered extensively in the SmartSolutions Project Management Workshop Class.
Project Lifecycle - Waterfall
Effort
Time
©2017 PMO Advisory LLC Proprietary and Confidential
Initiation
Getting Started
Planning
Organizing & Preparing
Implementing
Implementing the Work
Closing
Finishing the Work
Project Lifecycle - Agile
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Sprint 5
©2017 PMO Advisory LLC Proprietary and Confidential
Initiation
Getting Started
Planning
Organizing & Preparing
Implementing
Implementing the Work
Closing
Finishing the Work
Effort
Time
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Process Groups and Knowledge Areas
PROJECT SCOPE
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MPM 660 - Scheduling and Cost Control
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Requirements
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Objective
- Initiate interactive discussion with the class to identify their current level of project management understanding.
Time: TBD
Training Notes
- Put up Slide – Getting Started
- Facilitate a class discussion
- The discussion should answer the following questions:
- What is Project Management?
- Why should I embrace it?
- What is a Project?
- What is a Project Sponsor
- What is a Stakeholder?
- What is a General/Functional Manager?
- What is a Project Manager?
- Add to the “Objectives” list any key points from the discussion that the class wishes to cover.
Define Scope
- Reasons to Define Scope
- How to Define Scope
- List deliverables and acceptance criteria
- Establish project boundaries
- Create a project work statement
- Defining Scope in Agile Projects
Define scope – the process of translation stakeholder needs and requirements into detailed specifications of the project outcomes & products
What is Project Scope Management?
- Scope refers to all the work involved in creating the products of the project and the processes used to create them
- A deliverable is a product produced as part of a project, such as hardware or software, planning documents, or meeting minutes
- Project scope management includes the processes involved in defining and controlling what is or is not included in a project
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Cost of Corrections
$1
$5
$25
$100
$1000
PROJECT SELECTION
How Projects Come to Be
- Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars.
- Some selection methods are highly intuitive; others try to add rigor through more scientific selection processes.
Sacred Cows and Pressing Needs
- “Sacred Cow” selection—Senior Management wants it!
(it may often turn out well; many visionary projects
start here) - Business opportunity (make more $$$)
- Savings potential (save $$$)
- Keeping up with competition (example, many e-commerce projects were in response to competitor’s initiatives)
- Risk management (examples: disaster recovery initiatives, Y2K)
- Government or regulatory requirements
URGENT!!!
Project Alignment
Copyright 2015 John Wiley & Sons, Inc.
Copyright 2015 John Wiley & Sons, Inc.
The Business Case
- Definition of Business Case: an analysis of the organizational value, feasibility, costs, benefits, and risks of several proposed alternatives or options.
- Attributes of a Good Business Case
- Thorough in detailing all possible impacts, costs, and benefits
- Clear and logical in comparing the cost/benefit impact of each alternative
- Objective through including all pertinent information
- Systematic in terms of summarizing findings
Business Case Template
Copyright 2015 John Wiley & Sons, Inc.
Copyright 2015 John Wiley & Sons, Inc.
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Week 3
LECTURE
CHAPTER 11
The Project Team
© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
(Premium)
Teaching Strategies
- The two vignettes in this chapter reinforce the need for diversity and different ideas in project management.
- Diversity is more than merely having team members of different genders and races. It also means having a team with a wide range of perspectives and viewpoints that can enrich a project.
- Having members of the staff who are from different cultures or who are culturally aware helps to create a more inclusive environment and project team.
- Different ideas can be a productive and important force. It makes members of the team think about different ideas and debate those ideas.
- Complacency leads to not caring and unsatisfied members of the team.
- The first vignette reinforces the need for trust in the team. The second vignette reinforces the need to feel psychologically safe in the team.
- Have students evaluate their work on their class project team. Have them evaluate their project team's effectiveness.
- Project teams are part of nearly every organization. Observe project teams and their interactions. Evaluate the project team effectiveness. Determine how the project team can improve and what they are doing well.
Optional Supplemental Activities
- Have each student prepare a one page summary of a team situation in which they have been involved and the results of that experience.
- Have each student interview someone working in a business who is involved in a team project. Get them to summarize the project and then have a discussion on the specific advantages and disadvantages of that team.
- Have students read the chapter and answer all of the Reinforce Your Learning questions and the questions at the end of the chapter.
- Have students interview members of PMI about ethics issues in project management and then report the findings of the interview to the class. Have students research responsibility, respect, fairness, and honesty in PMI's Code of Ethics and Professional Conduct.
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Chapter Concepts
- How teams are acquired and assigned
- The development and growth of teams
- The project kickoff meeting
- Characteristics of effective project teams and barriers to effectiveness
- Being an effective team member
- Team building
- Valuing team diversity
- Ethical behavior
- Sources of conflict during the project and approaches to handling conflict
- Problem solving and brainstorming
- Effective time management
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Learning Outcomes
- Explain how teams are assigned and formed
- Identify and describe the stages of team development
- Plan and conduct a project kickoff meeting
- Discuss characteristics of effective teams
- Identify and describe at least five barriers to team effectiveness
- Be an effective team member
- Take actions to support team building
- Identify at least five dimensions of diversity, and discuss the value of team diversity
- Behave ethically in a project environment
- Identify at least four sources of conflict on projects, and explain how to handle conflict
- Apply the problem solving process and the brainstorming technique
- Manage time effectively
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Acquiring the Project Team
- Project teams
- What expertise, experience, or skills needed
- How many of each type are required
- When they will be needed
- Acquire entire team for smaller projects
- Assemble team members as needed for larger projects
- Greatest constraint is the availability of the right resources at the right time
- May have to negotiate for resources
- Keep team as small as feasible
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Project Team Development
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Forming
- Initial stage
- Individuals get acquainted
- Positive expectations
- Little work accomplished
- Depend on direction and structure
- Lots of questions
What purpose?
Who are others?
What are they like?
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Storming
- Second stage
- Start to apply their skills to work
- Tasks may be larger than anticipated
- Increasing dissatisfaction with dependence
- Test the limits and flexibility of the team
Conflict emerges and tension increases
Motivation and morale are low
Members express individuality
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Norming
- Third stage
- Relationships have settled
- Interpersonal conflicts resolved
- Team has accepted its operating environment
- Control and decision making are transferred to the project team
- Cohesion begins to develop
- Trust begins to develop
- Team members give and ask for feedback
- Feeling of camaraderie emerges
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Performing
- Fourth stage
- High commitment to achieve project objective
- High level of work performance
- Communication is open
- Collaboration and willingness to help each other
- Team feels fully empowered
- Project manager fully delegates responsibility and authority
- Project manager is mentor
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Project Kickoff Meeting
- Project orientation
- Held as early as possible
- Sets the tone for the project
- Provides opportunity for team to know each other
- Clarify roles and responsibilities
- Describe protocols and plans
- Allow time for questions and comments
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Effective Project Teams
- More than a group of individuals
- Group of interdependent individuals
- Work cooperatively to achieve the project objective
- Develop and grow into a cohesive, effective team
- Takes effort on the part of the project manager and each member
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Characteristics of Effective Teams
- Clear understanding of the project objective
- Clear expectations of each person’s role and responsibilities
- Results orientation
- High degree of cooperation and collaboration
- High level of trust
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Rate Team Effectiveness
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Team Building
- An ongoing process
- The responsibility of both the project manager and the project team
- Socialization supports team building
- Enhanced by members getting to know one another
- Discussions not all work related
- Initiate social events to celebrate achievements
- Have team meetings, not just project meetings
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Valuing Team Diversity
- Acknowledge, understand, and value differences
- Create a work environment that recognizes, respects, and harnesses differences
- Accomplish a shared goal
- Differences can create barriers to team performance
- May lead to miscommunication and misunderstanding
- Can result in low morale, diminished trust, reduced productivity, greater tension, and suspicion
- Can become a serious impediment, if not managed properly
- Under good management, diversity can lead to more creative, faster results, and higher-quality problem solving and decision making
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Valuing Team Diversity Actions
Should NOT Do
Stereotype or make assumptions
Exclude or have lower expectations
Draw attention to diversity
Make derogatory or insensitive remarks because it demeans the dignity of others
Tell jokes, ridicule, or make fun
Should Do
Create and sustain a supportive and positive climate
Develop a written diversity policy
Provide diversity training
Raise awareness and create understanding
Help diminish misunderstanding and conflict
Make a personal commitment to understand, value, and respect diversity
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Ethical Behavior
- Opportunities for unethical behavior
- Some circumstances are debatable regarding misbehavior
- Project manager’s responsibility to set the tone and expectations
- Actions to prevent wrongdoing
- Have a policy on ethical behavior
- Conduct training sessions on ethical behavior
- Non-threatening process to report any actions
- Members must feel accountable
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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
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Conflicts on Projects
Sources of Conflict
Work Scope
Resource Assignments
Schedule
Cost
Priorities
Organizational issues
Stakeholder issues
Personal differences
Handling Conflict Approaches
Avoiding or Withdrawing
Competing or Forcing
Accommodating or Smoothing
Compromising
Collaborating, Confronting, or Problem Solving
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Problem Solving
- Nine-Step Approach
Develop a problem statement
Identify potential causes of the problem
Gather data and verify the most likely causes
Identify possible solutions
Evaluate the alternative solutions
Determine the best solution
Revise the project plan
Implement the solution
Determine whether the problem has been solved
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Brainstorming
- All members of a group contribute spontaneous ideas in a non-judgmental environment
- Explore as broad a range of options and ideas
- The process
- The team sits around a table, with a facilitator who records ideas
- Member states an idea – do not discuss, justify, or try to sell it
- Build on ideas previously mentioned
- Continue until no one can come up with any more ideas or the time limit is up
- Two important rules must be followed
- No immediate discussion of ideas
- No judgmental comments
- Other participants are not allowed to make any comments at all, supportive or judgmental
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Time Management
Identify goals to accomplish the following week
At the end of each day, make a to-do list for the next day
Read to-do list first thing in the morning, and keep it in sight all day
Control interruptions from the items on your to-do list
Learn to say no to activities that will consume time but not contribute to accomplishing goals
Make effective use of waiting time
Try to handle most paperwork only once
Go through incoming e-mail or mail at the end of the day so that it will not divert from working on day’s to-do list
Take action on each mail document while holding it
Reward at end of week if accomplished all week’s goals
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Critical Success Factors
- Project success requires an effective project team. Although plans and project management techniques are necessary, it is the people—the project manager and project team—who are the key to project success.
- Putting a group of people together to work on a project does not create a team. Helping these individuals develop and grow into a cohesive, effective team takes effort on the part of the project manager and each member of the project team.
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Critical Success Factors (continued)
- Project teams should be kept as small as feasible throughout the project.
- A project kickoff meeting should be held as early as possible to inform members, reduce anxiety, manage expectations, and inspire the team.
- Characteristics of effective project teams include a clear understanding of the project objective, clear expectations of each person’s roles and responsibilities, a results orientation, a high degree of cooperation and collaboration, and a high level of trust.
- Each member of the project team needs to help create and foster a positive project environment.
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Critical Success Factors (continued)
- Effective team members have high expectations of themselves. They plan, control, and feel accountable for their individual work efforts.
- Members of effective teams have open, frank, and timely communication. They readily share information, ideas, and feelings. They provide constructive feedback to each other.
- Effective team members go beyond just doing their assigned tasks; they act as a resource for each other.
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Critical Success Factors (continued)
- Diversity of the team brings unique ideas and perspectives to projects.
- Individual team members make a personal commitment to understand and value diversity and respect the differences of other team members.
- Diversity is valued as a strength that will enrich communication, foster better relationships, create an enjoyable workplace, and enhance team performance.
- Ethical behavior is crucial in project business relationships with the customer, suppliers, and subcontractors.
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Critical Success Factors (continued)
- The project manager and the project team need to acknowledge openly that disagreement is bound to occur during the performance of the project and reach consensus on how it should be handled.
- Effective project teams resolve conflict through constructive and timely feedback and positive confrontation of the issues. Disagreement is not suppressed; it is viewed as normal and as an opportunity for growth.
- Handled properly, conflict can be beneficial. It causes problems to surface and be addressed. It stimulates discussion and requires individuals to clarify their views. It can foster creativity and enhance problem solving.
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Critical Success Factors (continued)
- Conflict is not just for the project manager to handle and resolve; conflict between team members should be handled by the individuals involved.
- Each person must approach the conflict with a constructive attitude and a willingness to work in good faith with others to resolve the issues.
- To effectively manage their time, team members should establish weekly goals and make daily to-do lists.
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Summary
- A team is a group of individuals working interdependently to accomplish the project objective.
- Project teams evolve through various stages of development: forming, storming, norming, and performing.
- The project manager should schedule a project kickoff meeting with the project team as early as possible during the forming stage of team development to inform the members, reduce anxiety, manage expectations, and inspire the team.
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Summary (continued)
- Effective project team characteristics include 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, and a high level of trust.
- Barriers to team effectiveness include: unclear vision and objective, unclear definition of roles and responsibilities, lack of project structure, lack of commitment, poor communication, poor leadership, turnover of project team members, and dysfunctional behavior.
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Summary (continued)
- Team building is the responsibility of both the project manager and the project team.
- Diversity is about acknowledging, understanding, and valuing differences, and creating a work environment that recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared goal, such as the project objective.
- Ethical behavior is necessary within a project organization and is crucial in project business relationships with the customer, suppliers, and subcontractors.
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Summary (continued)
- Dealt with properly, conflict can be beneficial because it causes problems to surface and be addressed.
- A good nine-step problem-solving approach is to develop a problem statement, identify potential causes of the problem, gather data and verify the most likely causes, identify possible solutions, evaluate the alternative solutions, determine the best solution, revise the project plan, implement the solution, and determine whether the problem has been solved.
- Good time management is essential for a high-performance project team.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
There is no I in TEAM
There are no individual winners or losers
When projects are successful,
everyone wins!
As you have probably heard before, there is no I in TEAM—there are no individual winners or losers in a team effort.
When a project is successful, everybody wins!
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BREAK!!!
10 Mins.
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TEAM EFFECTIVENESS?
Case Study 1
Case Study #1: Team Effectiveness?
This is a great case study that can be used for a class discussion. There are lots of open-ended issues that need to be resolved. The case involves issues in communication and team conflict.
Group Activity
Divide the class into four groups and assign one of the case questions to each group to discuss and develop responses. Each group should identify a spokesperson to present its responses to the entire class.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Case Study 1
Question 1
What are some things Colin could have done in or after the meeting when Henri verbally attacked him?
1. What are some things Colin could have done in or after the meeting when Henri verbally attacked him?
- Clearly, he was somewhat stunned by Henri’s behavior, although it was not the first time.
- Immediately after the meeting he should have discussed the issue with Henri.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Case Study 1
Question 2
Is there anything more Raouf could have done during or after his meeting with Colin to prevent the situation from escalating?
2. Is there anything more Raouf could have done during or after his meeting with Colin to prevent the situation from escalating?
Raouf and Colin are friends and Raouf should have helped Colin to see that statements or attitudes such as “I’m gonna get that jerk if it’s the last thing I do” will not help the situation.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Case Study 1
Question 3
Could Jack have handled his meeting with Colin in a better way?
Was there anything Jack could have done after his meeting with Colin and before he met with Henri?
What are some things Jack could have done in his meeting with Henri?
3. Could Jack have handled his meeting with Colin in a better way? Was there anything Jack could have done after his meeting with Colin and before he met with Henri? What are some things Jack could have done in his meeting with Henri?
- Jack was clearly in a rush, but maybe he should have allocated a few minutes to discuss the issue with Colin.
- Jack could have gotten information about the meeting and the project status before meeting with Henri.
- In his meeting with Henri he should have advised him on better ways to handle his stress.
- Jack also should have closed the door to keep others from hearing the private conversation.
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© 2018 Cengage®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use.
Case Study 1
Question 4
What should Fatima do?
4. What should Fatima do?
- Henri has accused Fatima and her software team of being lazy and not getting their work done.
- If the project was well-defined with tasks and deadlines, it would be clear whether Fatima’s team was really being lazy.
- At some point, Fatima needs to have a discussion with Henri.
- Fatima should present him with data to support her team's progress on the project tasks.
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CLASS PROJECT TIME
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THANK YOU!
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OrganizationalStrategyProject’s OrganizationalMeasurableValue(MOV)OrganizationalVision & MissionDrivesDrivesSupportsSupports
