Project Management 3 Project Management 3 Future Managers

Module 8: Projects are team initiatives Project Management 3 Future Managers

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

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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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

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

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

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.

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

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

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

Stress

Personal stress

Work stress

Different personalities in the team

Selecting individuals who are not goal orientated

Team members who stay away from work

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

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?

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

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

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

The four stages that project teams go through:

Development

Idea-generation and selection

Implementation

Review

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

Listening

Active listening

Comprehensive listening

Supportive listening

Communication guidelines

Use positive guidelines

Use as much details as appropriate

Ask questions

Offer feedback

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

Decision-making

Authority decision

Ranking

Voting

Consensus

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

Goals and strategies

Authority structures

Policies, procedures, rules and guidelines

Team selection process

Organisational culture

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

How can we increase team spirit?

Team building

Empower your team

Team motivation

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

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

Maslow’s hierarchy Project Management 3 Future Managers

McGregor’s Theory X and Theory Y Project Management 3 Future Managers

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

Three levels of sentiment

Satisfaction

Neutral

Dissatisfaction

Two main factors influencing the level of sentiment

Hygiene

Motivators

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

How can we increase team spirit?

Team building

Empower your team

Team motivation

Team climate

Team culture

Physical culture

Emotional culture

Collaborative culture

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

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

2.5 Project team focus Project Management 3 Future Managers

2.6 Conflict resolution Project Management 3 Future Managers

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

Make a list of possible reasons or factors which may create, or lead to conflict within the team

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

Ask questions

Empathise

Reiterate common goals

Use positive language

Compromise

Encourage involvement

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

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.

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

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

3.1 Project stakeholders and their needs The project leader The project team members The parent organisation Customers Project Management 3 Future Managers

The project leader

The project team members

The parent organisation

Customers

3.2 The importance of building relations between team members and stakeholders Team building Team development phases Project Management 3 Future Managers

Team building

Team development phases

Team development phases Project Management 3 Future Managers

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

Tools and techniques for team development

Team building activities

General management skills

Rewards and recognition systems

Collocation

Training

Special occasions

Meetings

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

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

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

After completing this outcome, you will be able to:

Discuss and explain the above issues relating to the team

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

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

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

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

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

Lack of faith and trust

Disagreement over standards

Stubbornness over scheduling

Resistance to feedback

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

Belonging and personal identification

Commitment and involvement

Self-actualisation

Opportunities for growth

Recognition of contributions and efforts

Compensation

Adequate working environment

Interpersonal relationships

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

Benefits of addressing team member needs:

Helps avoid hidden agendas

Provides development opportunities for new capabilities in future projects

Builds trust

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

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