Evintando Erros Durante a Formacao do Time - Disponivel Apenas em Ingles

EV VITAND ERROS DUR DO RANTE A FOR E RMAÇÃ DO ÃO TIME: ENCO ONTRAN NDO A PESSO AS OAS CE ERTAS P PARA CA ADA FU UNÇÃO USAND O M DO MBTI® (D DISPON NIBILIZA ADO AP PENAS EM ING GLÊS) Ric cardo Viana Vargas, M a MSc, IPMA A-B, PMP Professor – G Getulio Vargas Foundation (F FGV) – Brasil Professor – Fun P ndação Institut de Administ to tração (FIA – U USP) - Brasil Partner – Macrosolutiions – Brasil r ricardo.var rgas@macrosolu utions.com.br © Ric cardo Viana Vargas. Todos os Direito Reservados. os Pub blicações PM Global Cong MI gress EMEA Ediinburgh - Scot tland - 2005 1/12

ABSTRAC CT This article presents a vision of the modells of preferences pres e sented by the Myers Briggs Typ Indicator (MBTI) a pe r© and its appllication for the Staff A Acquisition. U Using the comprehen nsion of the relation between th 16 MBT Types wiith the maiin project b he TI Manageme ent functionns, is pos ssible to aattribute functions ins side the p project in concordance with the individual p preferences, increasing the motivaation of the team and reducing potentials conflicts and problems in the project. p . TEAM AC CQUISITION IN THE P N PROJECT The projec human r ct resources area is one of the P a e PMBOK Gu uide 3rd (PMI 2004) knowledge areas that the manage and project team hav requested more atten e er ve d ntion. As reporte in the G ed Guide, the P Project Hum man Resources Manag gement includes the processes required to make the m most effectiv use of hu ve uman resour rces involved with the d project. It includes all project stak keholders: ssponsors, cu ustomers, in ndividual co ontributors and others The main processes are describ below a Exhibit 1 provides the mind s. bed and map of the processes. e . → Humman Resou urces Planning – Ide entifying an docume nd enting projeect roles, resp ponsibilities, and repo orting relatio onships, as well as c s creating the staffing e management p plan. → Acq quire Projec Team – O ct Obtaining the human res e sources nee eded to com mplete the pro oject. → Dev velop Project Team– I Improving t the competencies and interaction of team n members to ennhance proje performance. ect → Manage Proje ect Team - Tracking team me g ember perf formance, providing feeddback, resolving issues, and coordinating changes to enhance project e perrformance. Exhib 1 – Human Res bit sources Management Processes. These proc cesses inter ract with ea other an with the process in the other knowledge ach nd areas. Eac process may invo ch s olve effort f from one o more in or ndividuals o groups or depending on the need of the project. ds The staff a acquisition a approached in this paper involves the increase of the capability to find the mo adequate profession to each p ost e nal project func ction (VARGA 2004). AS, 2/12

MYERS-B BRIGGS TY INDICA YPE ATOR® (M MBTI®) The purpose of the M Myers-Briggs Type Indicator® (MB s BTI®) perso onality inven ntory is to make the theory of ps t sychologica types des al scribed by C G. Jung understand C. dable and useful in ppeople’s live The ess es. sence of th theory is that much seemingly random he s h y variation in the behav n vior is actua quite o ally orderly and consistent, being due to basic e difference in the way in ndividual pre to use t efer their perception and jud dgment. The Myers s-Briggs Type Indicato or® was de eveloped by Isabel Br y riggs Myers and her s mother, Ka atharine Co ook Briggs, to make C.G. Jung's theory of psychologgical type practical an useful in people's liv nd ves. With MBTI® people le earn to identify their c characteristic their po cs, oints of stre ength and developme and the kinds of w ent work more a adequate to their type, special ab o bilities and expectation MBTI® a ns. also indicate how relat es tionships an aptness can be deve nd c eloped for personal as well as for organizatio s r onal successs. MBTI® furt ther indicate es: → How to improv interperso w ve onal relationships → How to improv the ability to lead with efficiency w ve y h → How to deepen self-knowlledge w n → How to create more produ w uctive and p participating work teams s → How to endo w ow your o organization with high her patterns of efficie s ency and prooductivity. The MBTI ® test is a applied by CPP (Cent for Appllications of Psychologiical Type) ter through a questionna aire with 93 multiple chhoice quest tions, tabula ated throug a data gh bank with m millions of p people who have alread used MBT dy TI®. The res is prese sult ented with 4 letters that picture th exercise of the indiv he vidual prefer rences regarding perce eption and judgment, a follows: as → E o I – Whe the pers or ere son prefers to focus his/her atte s ention (Extr roverts or Intr roverts) → S o N – How t person o or the obtains infor rmation abo things (S out Sensors or In ntuitives) → T or F – How th person ta he akes decisio (Thinking or Feeling ons g) → J o P – How the person guides him/herself r or w regarding th world (Ju he udging or Per rceiving) The Internnet has a series of tests av vailable to MBTI®, such as t the sites http://www w.humanmet trics.com an http://blo nd oginality.love e-productions.com. 3/12

THE SIXTEEN TYPE ES 1 By combining the indiv vidual prefer rences we have the sixt h teen psychoological Typ pes. Isabel Briggs Mye has prep ers pared a bas set of ch sic haracteristics for each o these type as will s of es, be presented below. SEN NSORS INTUITIV VES With Wit th With Thinking g Feeling Thinking Judging Judging EXTRAVERTS INTROVERTS Jdi ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP Perceiving Perceiving ii EXTRAVERTS INTROVERTS P ESTP ESFP ENFP ENTP Judging Judging Jdi ESTJ ESFJ ENFJ ENTJ Exhibit 1 – Sixteen Psycholog gical Types (©Consulting Psychologiists Press Inc.). ISTJ - Qu uite, serious earn suc s, ccess by th horoughnes and dep ss pendability. Practical, matter-of-fa realistic and respo act, c, onsible. Dec cide logically what shou be done and work y uld toward it steadily, rega ardless of d distractions. Take pleas sure in making everythin orderly ng and organiz – their w zed work, their h home, their life. Value tr raditions and loyalty. d ISFJ - Quie friendly, r et, responsible, and consccientious. Co ommitted and steady in meeting n their obliga ations. Thor rough, pains staking, and accurate. Loyal, con d nsiderate, notice and remember specifics a about people who are important to them, c e concerned with how others feel. Strive to create an orderly and harmoniou environm d us ment at wor and at rk home. INFJ - See meaning and connec ek ction in idea relations as, ships, and material pos m ssessions. Want to understand what motivates pe d eople and are insightful about others. Conscientio and com ous mmitted to t their firm va alues. Develo a clear v op vision about how best to serve the common g e good. Organized and d decisive in im mplementing their vision g n. INTJ - Hav original m ve minds and great drive for impleme g enting their ideas and achieving their goals. Quickly se patterns in external e . ee events and develop lonng-range ex xplanatory perspective When c es. committed, organize a job and c carry it thro ough. Skepptical and 1 Excerpted fro Introduction t Type by Isabe Briggs Myers published by CP Inc. om to el PP. 4/12

independen have hig standard of comp nt, gh ds petence and performan – for th d nce hemselves and others. ISTP - Tole erant and fle exible, quiet observers until a problem appears, then act quickly to find workab solutions. Analyze w ble what makes things wo and read get thro s ork dily ough large amounts of data to iso f olate the cor of practic problems Interested in cause a effect, re cal s. d and organize fa acts using lo ogical princip ples, value e efficiency. ISFP - Quiet, friendly, sensitive, a and kind. Enjoy the pre esent momeent, what’s going on around the em. Like to have their own space and to wo within th own tim frame. e ork heir me Loyal and committed to their valu and to people who are impor ues o rtant to them Dislike m. disagreemeents and co onflicts; do n force the opinions or values on others. not eir n INFP - Idea alistic, loyal to their valu and to p ues people who are importa to them. Want an ant external life that is con e ngruent with their values Curious, q h s. quick to see possibilitie can be e es, catalysts fo implemen or nting ideas. Seek to undderstand peeople and to help them fulfill their o potential. AAdaptable, fllexible, and accepting uunless a valu is threate ue ened. INTP - Se eek to dev velop logic explanat cal tions for e everything that interes them. t sts Theoreticall and abstrract, interessted more in ideas th han in socia interactio Quiet, al on. contained, flexible, an adaptab nd ble. Have u unusual abillity to focus in depth to solve problems in their area of interest. Skeptical, s n sometimes ccritical, alwa analytica ays al. ESTP - Flexxible and to olerant, they take a prag gmatic appro oach focuse immediat results. ed te Theories and concept a tual explanaations bore them – th want to act energe e hey o etically to solve the p problem. Foc o n the here-and-n cus now, sponta aneous, enjo each moment that oy they can b active with others. E be Enjoy mater comforts and style. Learn bes through rial s st doing. ESFP - Outgoing, frienndly, and ac ccepting. $E Exuberant lo overs of life, people, and material d comforts. EEnjoy workin with othe to make things happ ng ers pen. Bring ccommon sen and a nse realistic ap pproach to t their work, and make work fun. F w Flexible and spontaneous, adapt readily to new people and enviro n e onments. LLearn best b trying a new skill w other by with people. ENFP - W Warmly enthhusiastic an imaginative. See lif as full o possibilitie Make nd fe of es. connection between events an informatiion very qu ns nd uickly, and confidently proceed y based on the patterns they see. Want a lot of affirmatio from oth t s on hers, and re eadily give appreciatio and sup on pport. Spon ntaneous a and flexible, often rely on their ability to , y improvise a their ver and rbal fluency. ENTP - Qu uick, ingenio ous, stimula ating, alert, and outspo a oken. Resouurceful in so olving new and challeenging prob blems. Ade ept at generating con nceptual po ossibilities a and then analyzing th hem strateg gically. Good at reading other peop Bored b routine, w seldom d g ple. by will do the sam thing the same way, apt to turn to one new interest afte another. me er 5/12

ESTJ - Pra actical, realis stic, matter-of-fact. Dec cisive, quick move to implement d kly decisions. Organize p projects and people to get things done, focus on getting results in the most d g efficient wa possible. Take care o routine details. Have a clear set of logical s ay of e standards, systematica follow th ally hem and wa others to also. Force in imple ant o eful ementing the plans. eir ESFJ - Warmhearte W ed, conscieentious, an coopera nd ative. Want harmony in their t environmen work w nt; with determination to establish it. Like to w work with others to complete ttasks accurrately and o time. Lo on oyal, follow through ev ven in small matters. Notice wha others n at need in their day-by-da lives and try to pro ay d ovide it. Wa to be ant appreciated for who th are and for what the contribut d hey ey te. ENFJ - Wa arm, empath hetic, responnsive, and r responsible. Highly attuned to the e emotions, needs, and motivation of others Find pote d ns s. ential in everyone, want to help ot t thers fulfill their potential. May act as catalysts for individ dual and gro growth. Loyal, resp oup . ponsive to praise and criticism. Sociable, facilitate o d others in a group, an provide inspiring nd leadership. ENTJ - Fra ank, decisiv assume leadership readily. Qu ve, uickly see illogical and inefficient procedures and polic s cies, develo and imp op plement comprehensiv systems to solve ve organizatio onal problem Enjoy long-term planning a ms. and goal s setting. Usuually well informed, w read, enjoy expa well anding their knowledge and pass e sing it on t others. to Forceful in presenting t their ideas. PROJECT MANAGE T EMENT FUN NCTIONS R RELATED W WITH PSYCHOL LOGICAL TY YPES Based in th psycholo he ogical types presented by the MBT ® it can be proven that in an s TI environmen of project each one of the types has dete nt ts, e ermined inhe erent easine esses and difficulties t the work in projects. to Based in tthe work of KROEGER THUESE J. M. & RUTLEGE H. (2002) can be f R, EN, E, ), consolidate the follow ed wing aspec of each type: Work cts kplace Cont tribution, Pa athway to the Profess sional Growt Leadersh Qualities Team Spirit and sugg th, hip s, gested PM. Jobs. ISTJ → Woorkplace Co ontribution - Establishe order du es utifully and steadily an works nd with the syste to mana and com hin em age mplete tasks on time an under bud s nd dget. → Pat thway to Pr rofessional Growth - M Must learn t that both oorganizationa change al and people iss d sues - idea that may violate tra as y adition - can play powwerful and pos sitive roles in organizatio n onal life. → Lea adership Qu ualities - Brings tasks to completiion efficient and dutif tly fully while maintaining res spect and order through hout the gro or organ oup nization. 6/12

→ Tea Spirit - T am Teams, if w manage are a go well ed, ood way to distribute t tasks and commplete projects, but the importa work th is done is carried out by t ant hat e d indiividuals whe the team meetings a over. en are → Sugggested PM Job - fin M nancial work, controlliing, technic problem solving, cal m indiividual and isolated task ks. ISFJ → Woorkplace Con ntribution - Offers quiet support, a sense of or t rder, and at ttention to detail from beh hind the scenes. → Pat thway to Pro ofessional G Growth - Mu learn to be open to new possib ust bilities and cha anging situa ations—-this flexibility c s can often b the sup be pport someo one most nee eds. → Lea adership Qu ualities - Produces res sults through one-on-o one relations ships and detail control a tends to perform tas oneself rather than delegate. and o sks → Tea Spirit - Teams are worthwhile work units vital and important s am e s, structures that are yet an t nother arena in which to provide quiet, unassu a o uming supp port to the organization an its people nd e. → Sug ggested PM Job – on to one re M ne elationship, tasks with no delega ation, idea gen neration. INFJ → Woorkplace Co ontribution - Turns wo into a cause and injects—w ork with quiet, seriious focus - inspiration and devotio througho the organ on out nization. → Patthway to Proofessional Growth - Mu learn that his or her e G ust t excitement about the futu and the possibilities it holds fo people is often overlo ure s or ooked, burie as it is ed benneath a serio exterior. ous → Lea adership Qu ualities - P Provides ins spirational and visiona direction with a ary moralistic or values-relat ted spin, wworking with focus t toward cha ange and dev velopment. → Tea Spirit - T am Teams are complex human system that need understan c ms nding and care and that, if well mana aged, can pr roduce insp pirational, va aluable work k. → Sug ggested PM Job - idea inspiration visionary t M a n, tasks and p project man nagement, wor well with complex sit rk tuations. INTJ → Woorkplace Co ontribution - Provides organizatio ons and gr roups with objective clar rity, vision, and stra ategic think king white driving to oward cha ange and impprovement. → Patthway to Pro ofessional G Growth - Mu learn tha each idea for visionar change ust at a ry brin with it u ngs untold details to which someone will need to tend - the stresses h o e bro ought on by visionary ch hange are re and painful. eal 7/12

→ Lea adership Quualities - Dra aws energy from the c y complexity of future po ossibilities and shepherds individualls and grou d ups through uncertainty and cha h ange with dec cisiveness and fairness. → Tea Spirit - T am Teams are p powerful and complicate systems that, if well designed d ed and managed, can play a pivotal role in bringing a group or organizatio d e r on’s vision to f fruition. → Sugggested PM Job - stra M ategic probblem-solving, able to w work with de etails and with uncertaint group org h ty, ganization. ISTP → Woorkplace Coontribution - Solves pro oblems pra actically and immediate with a d ely calm clear-thin m, nking resolv ve. → Patthway to Professional G Growth - Must learn that the comp plexity of pe eople and rela ationships de eserves con nsideration a offers no quick fix. and → Leaadership Qu ualities - Sets an examp to act ind ple dependently and to atte to the y end nee of the sh term, u eds hort unencumber by tradit red tion, proced dure, or the demands of others. o → Tea Spirit - T am Teams are often an irrita o ation and a d diversion fro effective, practical om wor work tha is best do alone. rk, at one → Sugggested PM Job - conf M flict resolutio with calm and control, immedia action on m ate task work we alone, pra ks, ell actical and direct projec tasks. d ct ISFP → Woorkplace Con ntribution - Support peeople and th efforts w a gentle – almost heir with e ano onymous – aattention to details and action in the moment. e → Patthway to Professional Growth - Must learn to focus o the patt on terns and pro oblems beyo immedia concern - to look f and confront the sy ond ate n for ystemic or roo issues and not to ge lost in the foregroun solving o ot et e nd, only the pro oblems of today. → Lea adership Quualities - Lea by exam ads mple-by tend ding to task details and providing gen ntle; unassuming suppo ort. → Tea Spirit - T am Teams are fine and can be fun, thro ough they ar personally draining re and intrusive; q d quiet support and dilige works are what mak teams eff ent ke fective. → Sug ggested PM Job - hid M dden projec tasks, tas that mu be done without ct sks ust rew ward, quiet s support. INFP → Woorkplace Con ntribution - Holds and protects the values wit e thin which a rooted are indiividual, grou and orga up, anizational id dentities —o often serving as moral ballast for organizations a teams. and → Patthway to Pr rofessional G Growth - M Must learn to face conflict and con o nfront it in the moment. 8/12

→ Lea adership Qualities - A Appeals to values thr rough perssonal relatio onships - con ntrolling task and people in such a way that those conc ks cerned do n notice not they are being controlled a all. y at → Tea Spirit - Though te am eamwork is difficult a s and draining collabora g, ating and wor rking togeth to pool resources an ideas is v her nd valuable and motivating d g. → Sug ggested PM Job – team support, in M m ntuitive jobs team mora ballast. s, al INTP → Woorkplace Con ntribution - Uses clever rness and in ndependent thinking to problem- solv and re ve einvent, an nd in an easygoing unassum g ming manne prods er organizational c change and improveme d ent. → Pat thway to Professional Growth - Must learn tha connectat ting and com mmunicating with other people is important – great solu g utions and ideas are ado opted and e enacted thro ough person relationsh nal hips. → Lea adership Quualities - Cre eates and w works towar a vision a a bette solution rd and er and allows others to follow at their ow pace and ability. d w wn d → Tea Spirit - A team is ok if it allow members to enter on their own t am kay ws s n terms and to c contribute in their own way – but the best v n t visioning and problem solving is don in isolatio ne on. → Sugggested PM Job – va M alorize each contributio in a team isolated problem- on m, solv ving, technic project jo financial control. cal ob, ESTP → Woorkplace Contribution - Goes with the flow, ad dapts to the unexpecte allows e ed, variiables, and d delivers wha needs to be delivered at d. → Patthway to Professional G Growth - Must learn to be patient with routine and to o es be aware that others may find comfo in structure, rules, a contem y ort and mplation of futu possibilit ure ties. → Lea adership Quualities - Kee oneself and others on their toe by being open and eps es resp ponsive to t unexpec the cted and ab bandoning r rules of hiera archy and tr radition in the name of ex xpediency. → Tea Spirit - T am Teams can be fun; how b wever, without constant action and variation, or in dull meetings, they ca run agrou an und. → Sugggested PM Job – wo well with unpredict M ork h table job, w without hiera archy and trad dition. ESFP → Woorkplace Contribution - Provides hhigh-spirited energy tha keeps a variety of d at peo ople and act tions moving in positive ways. g e → Patthway to Pr rofessional Growth - M Must learn t stretch t face the negative, to to stre essful, and e even hostile moments o work life is not always a barrel of fun. of s s f 9/12

→ Lea adership Qu ualities - Has a personall and often p s playful go-w with-the-mom ment style that can be hig motivatiing to others t ghly s. → Tea Spirit - T am Teamwork is the best way to app proach any endeavor; the entire wor rld’s a team and only g m, good can co ome from su joined e uch efforts. → Sugggested PM Job – div M verse cultur team manager, gro ral oup problem m-solving, glob project m bal managemen nt. ENFP → Woorkplace Coontribution - Motivat tes and in nvigorates thought in nspiration, enthusiasm, an unyielding attention to personal relationship nd t ps. → Pat thway to Professiona Growth - Must llearn to follow proje al ects and com mmitments through to completion and to be aware tha one’s wiide mood n e at swings can frus strate and confuse thos with who he or she works. c se om e → Leaadership Qu ualities - M Motivates, inspires, and cajoles pe d eople to ac ccomplish task and to de ks evelop both personally and profess h sionally. → Tea Spirit - T am Teams are fu and energizing – especially whe conflict, hierarchy, un en and tight time lines can be avoided. d l e → Sugggested PM Job – tea motivato group p M am or, problem-solv ving, optimistic team lead that believe that wo together is the best work. der ork ENTP → Woorkplace Coontribution - Regards tthe workpla ace as a syystem to be moved, e cha allenged, an reconfigu nd ured so that learning is constant a t s and worthw while tasks are accomplish hed. → Pat thway to Pro ofessional G Growth - Mu learn to focus ener on follow ust rgy w-through and completion - even wh one dee d n hen ems them booring and to remember that wide o mood swings c send mixed signals can s. → Lea adership Qu ualities - Empowers one eself and oth hers by cha allenging, co onfronting, and even tak d king an opposing point of view to enhanc each in ce ndividual’s con ntribution to the end ressult. → Tea Spirit - T am Teams are one more important ve ehicle for ea arning - an arena for test ting ideas, d discussing d differences, and collabo orating on re esults. → Sugggested PM Job – change mana M agement, ch hange leade conflict resolution er, from opposing points of view. m ESTJ → Woorkplace Con ntribution - Drives to ta charge, to see the p ake practical fac cilitation of a ta ask, and to complete it with dispatc and skill. c ch → Pat thway to P Professional Growth - Must learn to be les hard-cha n ss arging by liste ening to and allowing allternative vie d ewpoints. → Lea adership Qualities - T Takes cha arge, demands 1oyalt ty, pushes hard to acc complish a task, and tellls it like it is. 10/12

→ Tea Spirit - T am Teams are a effective t an tool for acco omplishing t tasks as lon as they ng are well manag and peo ged ople’s roles and goals a defined. are → Sugggested PM Job – pra M actical team manager, quick answ problem m wer m-solving, role manageme execution manager. e ent, ESFJ → Woorkplace Co ontribution - Builds a harmonio ous environment that supports per rsonal achiev vement and task accom d mplishment. . → Patthway to Pr rofessional G Growth - Must learn to accept diff o ferences, alllow them to b expresse and reco be ed, ognize that c conflict is no always de ot estructive. → Lea adership Qu ualities - Pro ojects inspiration and g graciousness with a con s nstant yet gen nudge to ntle oward task completion. → Tea Spirit - T am Teams are g good and can be productive; how wever, argum ments and disa agreements should not be tolerated. s → Sugggested PM Job – ha M armonious tteam manager, good supporting individual task do not a ks, accept intole erances from the team members. m ENFJ → Woorkplace Co ontribution - Persona ally inspires and motivates all to work s har rmoniously for the comm good. mon → Pat thway to Proofessional G Growth - Mu learn that not all sit ust tuations nee rescue ed and that disagr d reements ar not perso re onal attacks. → Lea adership Qu ualities - Em mpowers oth hers to accoomplish what needs to be done o by n nurturing relationships and making personal ap a ppeals. → Tea Spirit - Teams are good, peop are goo and wor is good when the am ple od, rk theme of toget therness driv the task ves k. → Sugggested PM Job – po M ositive team leader, optimistic po m oint of view nurture w, rela ationships, c conflict resolution from team memb t bers. ENTJ → Wo orkplace Co ontribution - Through hard-cha h arging arguuments and action, d inte ellectually ins spires and c challenges e everyone to experience a vision and to move d tow ward its fulfillment with d dispatch. → Patthway to Proofessional G Growth - Mu learn to allow time f others to develop ust for o at their own pa and leve of commit ace el tment. → Lea adership Quualities - Is ta ask-driven and demand a ding, with a motivationa spin for al eve eryone to ge on board and move to et oward achie eving the go oal. → Tea Spirit - Teams ca be good and do provide opportunities for more am an d invo olvement - a long as t task is c as the completed a the gro and oup’s proces do not ss slow or water d w down the vis sion. → Sug ggested PM Job – in M ntuitive tea leader, intellectual leader, tas driven am sk manager. 11/12

CONCLUS SIONS The aim of this article iis to associa the theo proposed by C. G. J ate ory d Jung and th need to he accomplish a judicious and well-s h s succeeded human resources sele ection for the project. With the alllocation of the psycho ological type that are a es aligned to th functions they will he s represent, the probab bility of turn n-over is redduced, thus increasing the motiva s g ation and facilitating t develop the pment of the team. Fina it is imp e ally, portant to st tress that th here is not a better or worse typ All types have strong and we features and, in a project’s r pe. s eak s, human res sources seelection, se everal other factors, dynamics and proce esses will complemen MBTI® in the adequa selection and alloca nt n ate ation of the project’s res sources. REFEREN NCES FLANES, S. W. & L S LEVIN, G. ( (2001). Peo ople Skills for Project Managers Vienna: t s. Manageme Concept ent ts. GEYER, P. (2000) Th MBTI© and its use in Organiizations: An Overview. Website he e n . http://mem mbers.ozema ail.com.au/~ ~alchymia/lib brary/mbtiorg.html. KROEGER, O, THUESSEN, J. M. & RUTLEGE H. (2002). Type Talk at Work: H E, How to the 16 Persona Types D ality Determine Y Your Succes on the Job. New York: Dell Publiishing. ss MYERS, I. B. & MYER P. B. (1997). Ser H RS, Humano é S Diferente São Paulo Editora Ser e. o: Gente. MYERS, I. B. (1995). I Introdução à Teoria do Tipos Psiicológicos. Palo Alto: C os Consulting Psychologists Press. PMI (2004 A guide to the Pro 4). oject Manag gement Bo ody of Know wledge. 3rd Edition. d Newton Sq quare: Project Managem ment Institut te. QUENK, N. L.(2000) In the Grip: U n Understand ding Type, S Stress and In nferior Func ction. Palo Alto: Consu ulting Psych hologists Pre ess. VARGAS, R. V. (20 004). Using Earned V g Value Mana agement Inndexes as a Team Developme Factor a ent and a Comppensation T Tool. Prague Project M e: Managemen Institute nt Global Con ngress EMEA A. VERMA, V K. (1995). Human R V. Resource Sk kills for the Project Ma anager vol. 2. Upper Darby: Projject Manage ement Institute. 12/12

Evintando Erros Durante a Formacao do Time - Disponivel Apenas em Ingles

by Ricardo Vargas on May 07, 2009

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Evintando Erros Durante a Formacao do Time - Disponivel Apenas em Ingles — Document Transcript