NCV 3 Project Management Hands-On Support Slide Show - Module 8

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This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website …

This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net

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  • 1. Project Management 3 Project Management 3 Future Managers
  • 2. Module 8: Projects are team initiatives Project Management 3 Future Managers
  • 3. Module 8: Projects are team initiatives
    • After completing this module, you will be able to:
      • Demonstrate an understanding of working as a member of a team
      • Collaborate with other team members to improve performance
      • Participate in building relations between team members and other stakeholders
      • Respect personal, ethical, religious and cultural differences to enhance interaction between team members
      • Use a variety of strategies to deal with potential conflict in a project team
    Project Management 3 Future Managers
  • 4. 1. Working as a member of a team
    • After completing this outcome, you will be able to:
      • Identify criteria and behaviours conducive to working as a member of a team on a small project
      • Explain and describe team interfaces and roles
      • Demonstrate application of behaviours conducive to working as a member of a team, within the identified team interfaces and roles
      • Identify disruptive behaviours, related to the team interfaces and roles
      • Discuss and explain the consequences of disruptive behaviour in a team
    Project Management 3 Future Managers
  • 5. 1. Working as a member of a team
    • What is a project team member?
      • A project team may be defined as a number of people who work closely together to achieve shared common goals
      • Effective teamwork is generally at the heart of effective project management
    • What is team development?
      • Both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team
    Project Management 3 Future Managers
  • 6. 1. Working as a member of a team
    • Team member selection
      • Consider the employees desire to be part of a team
      • Consider the employees schedules
      • Consider other factors such as:
        • Creativity
        • Enthusiasm
        • Intelligence
        • Work ethic
        • Diversity
    Project Management 3 Future Managers
  • 7. Activity 1: Selecting a project team
    • In your groups, make a list of the team members that you will select for your project team – remember that you are looking for key persons who will fulfill an important role in the project.
    • Select your own key team members.
    Project Management 3 Future Managers
  • 8. 1. Working as a member of a team
    • Why use teams?
      • Improve on-time delivery of results
      • Improve customer relations
      • Facilitate innovation in product and services
      • Essential for management and employee development and career growth
      • Reinforce informal networks in organisation
      • Improve employee’s understanding of the business
      • Reduce costs and improve efficiency
      • Improve quality
      • Increase employee ownership, commitment, and motivation
    Project Management 3 Future Managers
  • 9. 1. Working as a member of a team
    • What is the purpose of a project team?
      • To achieve the schedule the volume of work must be distributed (shared) amongst a number of people
      • The scope of the project may require a range of skills, which any one person is unlikely to have
      • Brainstorming and discussions are a good example of interactive team- work to generate creative ideas and solve problems
    Project Management 3 Future Managers
  • 10. 1. Working as a member of a team
    • Advantages of a project team
      • Once a project team has made a collective decision, the team will be committed to support their course of action
      • Project teams generally take riskier decisions than an individual would. There is a feeling of mutual support.
      • Project teams enhance motivation
      • Project teams support other team members when they need help both technically and emotionally 
      • Management tests show that teams repeatedly make better decisions than the team members would make individually with the same information
    Project Management 3 Future Managers
  • 11. 1. Working as a member of a team
    • The individual’s purpose as a team member
      • It is a means of satisfying an individual’s social or affiliation needs, to belong to something or be part of a team
      • It is a means of sharing risk with other team members – spread the load
      • It is a means of establishing self-esteem – people like to introduce themselves. In this way they are defining themselves in terms of their relationship to others, as members of a team or company
      • It is a means of gaining support for carrying out a particular goal
      • The team provides a psychological home for the individual
    Project Management 3 Future Managers
  • 12. 1. Working as a member of a team
    • Team size
      • How many people are required to perform the work for the project and to spread the work load?
      • What variety of technical expertise is required by the project?
      • What is the appropriate level of conflict in a team?
      • Large teams tend to be unwieldy and are unable to reach agreement or collect everyone’s contribution.
      • If the team is too large it may find communication and agreement difficult
      • The team needs a balance of personalities.
    Project Management 3 Future Managers
  • 13. 1.2 Team interfaces and roles
    • Each team member performs a role
    • Each role carries an expectation
    • Fulfilling different roles can result in conflict
      • Personal roles conflict
      • Intra-role conflict
      • Inter-role conflict
    Project Management 3 Future Managers
  • 14. 1.3 Disruptive behaviour and how it influences the team
    • Stress
      • Personal stress
      • Work stress
    • Different personalities in the team
    • Selecting individuals who are not goal orientated
    • Team members who stay away from work
    Project Management 3 Future Managers
  • 15. Activity 2 – Disruptive behaviours in teams
    • Except for what has been mentioned, discuss in your groups whether there are any other factors or behaviours which could have a disruptive influence on the project team
    • What will happen in a team where there are regular disruptive influences?
    Project Management 3 Future Managers
  • 16. 2. Collaborate with other team members
    • After completing this outcome you will be able to:
      • Define team dynamics
      • Explain the importance of improving team dynamics through the use of consultation and joint decision-making
      • Describe the influences constructive, non-disruptive behaviours have
      • Identify methods and techniques for building team coherence and spirit
      • Describe and explain features to improve performance of the project
      • Identify kinds of conflict that could arise in a project team;
      • Demonstrate strategies to deal with issues in a team;
      • Demonstrate strategies for creating a positive working environment for a project team
    Project Management 3 Future Managers
  • 17. 2.1 Project team dynamics
    • The four stages that project teams go through:
      • Development
      • Idea-generation and selection
      • Implementation
      • Review
    Project Management 3 Future Managers
  • 18. 2.2 Importance of consultation and joint decision-making contribution to project success
    • Listening
      • Active listening
      • Comprehensive listening
      • Supportive listening
    • Communication guidelines
      • Use positive guidelines
      • Use as much details as appropriate
      • Ask questions
      • Offer feedback
    Project Management 3 Future Managers
  • 19. 2.2 Importance of consultation and joint decision-making contribution to project success
    • Decision-making
      • Authority decision
      • Ranking
      • Voting
      • Consensus
    Project Management 3 Future Managers
  • 20. 2.3 Variables that can influence or disrupt team behaviour
    • Goals and strategies
    • Authority structures
    • Policies, procedures, rules and guidelines
    • Team selection process
    • Organisational culture
    Project Management 3 Future Managers
  • 21. 2.4 Methods and techniques for building team coherence and spirit
    • How can we increase team spirit?
      • Team building
      • Empower your team
      • Team motivation
    Project Management 3 Future Managers
  • 22. 2.4 Methods and techniques for building team coherence and spirit
    • Team motivation
      • Maslow’s hierarchy of needs
      • McGregor’s theory x and theory y
      • Herzberg’s two factor theory of motivation
      • Other methods of motivation
    Project Management 3 Future Managers
  • 23. Maslow’s hierarchy Project Management 3 Future Managers
  • 24. McGregor’s Theory X and Theory Y Project Management 3 Future Managers
  • 25. Herzberg’s two factor theory of motivation
    • Three levels of sentiment
      • Satisfaction
      • Neutral
      • Dissatisfaction
    • Two main factors influencing the level of sentiment
      • Hygiene
      • Motivators
    Project Management 3 Future Managers
  • 26. 2.4 Methods and techniques for building team coherence and spirit
    • How can we increase team spirit?
      • Team building
      • Empower your team
      • Team motivation
      • Team climate
      • Team culture
        • Physical culture
        • Emotional culture
        • Collaborative culture
    Project Management 3 Future Managers
  • 27. Activity 3 – Team building and motivation of team
    • Divide in your groups and make practical suggestions on how you build team spirit – you can also think of exercises that you would want the team to participate in.
    • Think of ways to motivate your team
    Project Management 3 Future Managers
  • 28. 2.5 Project team focus Project Management 3 Future Managers
  • 29. 2.6 Conflict resolution Project Management 3 Future Managers
  • 30. Activity 4 – Conflict within teams
    • Make a list of possible reasons or factors which may create, or lead to conflict within the team
    Project Management 3 Future Managers
  • 31. 2.7 Strategies to deal with issues in a team
    • Ask questions
    • Empathise
    • Reiterate common goals
    • Use positive language
    • Compromise
    • Encourage involvement
    Project Management 3 Future Managers
  • 32. 2.8 Characteristics of successful teams
    • The team has a clear vision and goal (project)
    • The team consists of a diverse number of individuals who, due to their unique characteristics, make unique contributions to the team’s success
    • Members will disagree, but are willing to consider all ideas with an open mind
    • Interpersonal relationships are relaxed, with ample open communication and mutual support
    • Team members identify strongly with the team, and feel proud of the way the team functions as well as its achievements
    • Team members evaluate their own development and performance and seek opportunities for continuous learning.
    Project Management 3 Future Managers
  • 33. 3. Participate in building relations between team members and other stakeholders
    • After completing this outcome you will be able to:
      •   Identify project stakeholders and their needs
      • Discuss and explain how team work can address the needs of the stakeholders
      • Discuss and explain the importance of building relations between team members and stakeholders and the importance of honouring commitments to stakeholders
      • Demonstrate the building of relations between team members and stakeholders and implement documentation of such instances according to procedures used
    Project Management 3 Future Managers
  • 34. 3.1 Project stakeholders and their needs
    • The project leader
    • The project team members
    • The parent organisation
    • Customers
    Project Management 3 Future Managers
  • 35. 3.2 The importance of building relations between team members and stakeholders
    • Team building
    • Team development phases
    Project Management 3 Future Managers
  • 36. Team development phases Project Management 3 Future Managers
  • 37. 3.2 The importance of building relations between team members and stakeholders
    • Tools and techniques for team development
      • Team building activities
      • General management skills
      • Rewards and recognition systems
      • Collocation
      • Training
      • Special occasions
      • Meetings
    Project Management 3 Future Managers
  • 38. 3.2 The importance of building relations between team members and stakeholders
    • Barriers to project team development
      • A project barrier develops if a team member’s priorities are different from the project goal
      • Conflict about what the project team member’s roles are can obstruct team efforts
      • Unclear project goals can result in conflict and ambiguity and can lead to uncertainty about team member’s roles and responsibilities
      • A lack of clearly defined reporting structures can cause problems
      • Team members might be reluctant to commit to the project goal when a project leader lacks credibility
      • Poor communication is a barrier that can lead to unclear objectives, poor project control, lack of coordination, and missed project objectives
      • Because a project is considered temporary, training and other related activities are often not valued
    Project Management 3 Future Managers
  • 39. 4. Respect personal, ethical, religious and cultural differences to enhance interaction between team members
    • After completing this outcome, you will be able to:
      • Discuss and explain the above issues relating to the team
    Project Management 3 Future Managers
  • 40. 4. Respect personal, ethical, religious and cultural differences to enhance interaction between team members
    • Issues relating to teams include:
      • Respecting personal, ethical religious and cultural differences to enhance interaction between team members
      • Miscommunication between team members
      • Trust relationships
      • Different cultures within teams
    Project Management 3 Future Managers
  • 41. 5. Strategies to deal with potential or actual conflict in a project
    • After completing this outcome you will be able to:
      • Identify situations that hamper efficiency in a project team
      • Identify support systems available to the project team
      • Demonstrate the application of the support system for a project
    Project Management 3 Future Managers
  • 42. 5.1 Pitfalls in project teams
    • Lack of faith and trust
    • Disagreement over standards
    • Stubbornness over scheduling
    • Resistance to feedback
    Project Management 3 Future Managers
  • 43. 5.3 Addressing team members’ needs
    • Belonging and personal identification
    • Commitment and involvement
    • Self-actualisation
    • Opportunities for growth
    • Recognition of contributions and efforts
    • Compensation
    • Adequate working environment
    • Interpersonal relationships
    Project Management 3 Future Managers
  • 44. 5.3 Addressing team members’ needs
    • Benefits of addressing team member needs:
      • Helps avoid hidden agendas
      • Provides development opportunities for new capabilities in future projects
      • Builds trust
    Project Management 3 Future Managers
  • 45. 5.3 Support systems available to the project team
    • How can management support the project team?
      • Communication
      • Open door policy
      • Provide the project team with information
      • Share project expectations
      • Formulate operating guidelines
      • Solve problems
    Project Management 3 Future Managers