“Good/Bad” meeting Homework
neny_easy
the_project_manager_3.pptxThe Project Manager (p. 178)
The initial task of Executive
Management is choosing the
Project Manager.
Good project managers are:
1) Honest and have integrity.
2) People and process oriented, communicators.
3) Alert to change, energized, tough & versatile.
4) Make decisions based on risk.
The project manager’s abilities and attributes can attract or deter a company’s top talent.
Skill Sets for Project Managers
Team-Building
Leadership
Conflict Resolution
Technical
Planning
Organizational
Entrepreneurial
Administrative
Management Support
Resource Allocation
The Wrong Project Manager
Executive management can mistakenly use these criteria to select “wrong” project managers.
Maturity
Hard-nosed Tactics
Availability
Technical Expertise
Customer Request
New Exposure
Company Exposure
Wrong Team Players
Destructive Roles
Aggressor
Dominator
Devil’s Advocate
Topic Jumper
Recognition Seeker
Withdrawer
Blocker
Supportive Roles
Initiators
Information Seekers
Information Givers
Encouragers
Clarifiers
Harmonizers
Consensus
Gate Keepers
Destructive Team Member Profiles
The Tank: a person who dominates
a discussion or issue by brute force
of personality. When they present,
they speak as an authority. When
dealing with a project and defining
new solutions, these types of people can be destructive to the process of open discussion and consideration of alternatives.
Solution: thank them for their opinion, then ask if there are some other perspectives from other team members.
Destructive Team Member Profiles
The Grenade:
The conversation will be going
along fine and all of a sudden, a team member
lobs out a discussion-ending comment.
Solution: Address the comment head on and suggest that the grenade thrower refrain from comments that will upend conversation of alternatives.
Destructive Team Member Profiles
The Think-they-know-it-all:
Much like the tank.
Solution: Same as Grenade.
Destructive Team Member Profiles
The Maybe Person:
This is the person who cannot commit to
any position or issue. They take refuge in ambiguity.
Solution: On a project team, you need to help them commit. Give them simple alternatives and ask them to decide.
Destructive Team Member Profiles
The No Person: This is your general
naysayer. Nothing will work, no matter
what.
Solution: Help to see that no is not an option. Define the alternatives.
Destructive Team Member Profiles
The Sniper:
This is a destructive force in a
team. The Sniper tenders up negative comments within the team that negate or attack ideas.
Solution: address the behavior immediately and let them know that comments like that are unacceptable based on team norms.
Destructive Team Member Profiles
The Yes Person:
While less negative, this person
is so agreeable that they
negate their influence through
a lack of objective analysis.
They are more eager to please than they
are to offer objective alternatives.
Solution: Point out that you appreciate their positive outlook, but they need to explore options more thoroughly if they want to gain credibility with the group.
Destructive Team Member Profiles
The Traitor: Team member speaks
very little in meetings, or sometimes disagrees,
and spends times out of meetings lobbying for
alternative positions or arguing decisions made
by the team
Solution: Establish team rules early that state that issues are dealt with in team meetings and this behavior is not acceptable. When it is uncovered, PM addresses it in the meeting or, if necessary, in private
Destructive Team Member Profiles
The End Arounder: Team member who goes around team and PM to another supervisor or administrator and complains, lobbies or takes alternative positions to team.
Solution: Identify the behavior in team development and make it known it is not acceptable. Get all administrators and supervisors to suppress the behavior if it occurs. PM should call it when it’s seen and the Project Sponsor should nip it in bud.
