3. Our goal today is to develop and facilitate leadership, team building,
performance management, and conflict management skills in the
context of an IT environment
5. Effective Team Characteristics
Why Join Teams?
Team Development
Keys to Managing People
Managing Project Teams
Project Team Conflict
Project Team Pitfalls
15. 1. It gets more difficult to
interact with and
influence the group
2. Individuals get less
satisfaction from their
involvement in the team
3. People end up with less
commitment to the team
goals
4. It requires more
centralized decision
making
5. There is lesser feeling as
being part of team
17. Assigning more programmers to a project running behind schedule will make
it even later, due to the time required for the new programmers to learn
about the project, as well as the increased communication overhead.
- Fred Brooks
20. Group Intercommunication
Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10
channels of communication
Fred Brooks
The Mythical Man-Month
21. Group Intercommunication
Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10
channels of communication
10 developers -> 10(10 − 1) / 2 =
45 channels of communication
Fred Brooks
The Mythical Man-Month
22. Group Intercommunication
Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10
channels of communication
10 developers -> 10(10 − 1) / 2 =
45 channels of communication
Fred Brooks
50 developers -> 50(50 − 1) / 2 = The Mythical Man-Month
1225 channels of communication
41. Figure 11.1 The Five-Stage Team Development Model
(Gray & Larson, 2006, p345)
42. Implications for teams:
A project manager needs to devote initial attention to helping the
group evolve quickly to the (performing phase).
This model provides a framework for the group to understand its own
development.
It stresses the importance of the norming phase which contributes to
the level of productivity.
43. Recent studies suggest that there is no standardized pattern of group
development. What do you think about Tuckman’s model?
Does it feel right to you?
44. Punctuated Equilibrium Model
(1988) Gersick found that there are natural transition points during the
life of teams in which the group is receptive to change and that such a
moment naturally occurs at the scheduled midpoint of a project
By imposing a series of deadlines, with milestones, it is possible to create
multiple transition points for natural group development
45. Figure 11.2 The Punctuated Equilibrium Model of Group Development
(Gray & Larson, 2006, p346)
46. Training
The main goal of team
development is to help
people work together more
effectively to improve
project performance.
Training can help people
understand themselves and each
other, and understand how to
work better in teams.
47. Team building activities include physical challenges and psychological
preference indicator tools
49. e extrovert introvert i
s sensation intuition n
t thinking feeling f
j judgement perception p
50. e extrovert e introvert i
s sensation n intuition n
t thinking t feeling f
j judgement j perception p
me
51. e extrovert i introvert i
s sensation n intuition n
t thinking feeling f
j judgement perception p
NTs are attracted to technology fields
There is a belief that IT people differ from population in a tendency to not
be extroverted or sensing.
52. The Max Wideman MTBI article
“Do we have enough of the right kind of people?”
R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large:
Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada.
http://www.maxwideman.com/papers/profiles/profiles.pdf
53. What is your suitability to Project Work?
* Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?”
(http://www.maxwideman.com/papers/profiles/profiles.pdf ).
54. Another model
Social Styles Profile
Assertiveness
People are perceived as behaving primarily
in one of four zones, based on their
assertiveness and responsiveness
Responsiveness
55. Another model
Task
Analytical Driver
Responsiveness
Amiable Expressive
People
Ask Assertiveness Tell
56. Reward and Recognition Systems
Team-based reward and recognition systems can promote teamwork
Focus on rewarding teams for achieving specific goals
Allow time for team members to mentor and help each other to meet
project goals and develop human resources
58. Team Development cont’d…
Reward and Recognition Systems cont’d…
Recognize individual performance?
letters of commendation
public recognition for outstanding work
desirable job assignments
increased personal flexibility
60. Psychologists and management theorists have devoted much research and
thought to the field of managing people at work. Important areas related to
project management include (1)Motivation, (2)Influence and power, and (3)
Effectiveness
61. Motivation
Intrinsic motivation causes people to Extrinsic motivation causes people to
participate in an activity for their do something for a reward or to
own enjoyment avoid a penalty
eg. read, gardening… eg. homework
62. Motivation Theorists
– Maslow’s hierarch of needs
– Herzberg’s motivation-hygiene
– McClelland’s acquired-needs
– McGregor’s X and Y
63. Maslow’s Hierarchy of Needs
(1960s) Abraham Maslow developed a
hierarchy of needs to illustrate his theory
that people’s behaviors are guided by a
sequence of needs
Maslow argued that humans possess unique
qualities that enable them to make
independent choices, thus giving them
control of their destiny
64. Maslow’s Hierarchy of Needs
http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
65. Hertzberg’s Motivation-Hygiene
Theory
In the late 1960s Frederick Herzberg wrote
about worker motivation.
He distinguished between motivation factors
and hygiene factors.
motivation factors hygiene factors
Help motivate workers cause dissatisfaction if
directly absent but do not
eg. achievement, motivate,
recognition, work, eg. Money, working
responsibility conditions,
68. McClelland’s Acquired-Needs
Theory
(1961) David McClelland proposed an
individual’s specific needs are acquired or
learned over time and shaped by life
experiences.
Categories:
– achievement
– affiliation
– power
69. McGregor’s Theory X and
Theory Y
In the 1960’s Douglas McGregor popularized
the human relations approach
Theory X: workers dislike and avoid work
Theory Y: work is as natural as play or rest
Theory Z: emphasizing trust, quality,
collective decision making, and cultural
values
71. Thamhain and Wilemon’s
influence bases
(1970’s) HJ Thamhain and DL Wilemon
identified nine influence bases available
to project managers
1. authority
2. assignment
3. budget
4. promotion
5. money
6. penalty
7. work challenge
8. expertise
9. friendship
72. Steven Covey’s 7 habits
Ca be applied to improve effectiveness
on projects
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win/win
5. Seek first to understand, then to
be understood
6. Synergize
7. Sharpen the saw
73. Covey’s Habit 5: Seek first to understand, then to be understood
76. After assessing team performance and related information, the project
manager must decide:
– if changes should be requested to the project
– if corrective or preventive actions should be recommended
– if updates are needed to the project management plan or organizational
process assets
77. Tools and techniques available to assist in managing project teams
include:
– observation and conversation
– project performance appraisals
– conflict management
– issue logs
79. Develop your team
Be patient and kind with your team
Fix the problem instead of blaming people
Establish regular, effective meetings
Allow time for teams to go through the basic team-building stages
Limit the size of work teams to five to twelve members
Plan some social activities to help project team members and other
stakeholders
Stress team identity
Nurture team members and encourage them to help each other
Take additional actions to work with virtual team members
80. Know the conditions favorable for
development of high performing teams
Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
Functional areas are represented on the team
The project has a compelling objective
Members are in speaking distance of each other
89. Time Meeting goals
Date Agenda
Place Expected outcome
Who must be there Preparation required
90. Recruiting Project Members
Factors affecting recruiting
– importance of the project
– management structure used to complete the project
How to recruit?
– ask for volunteers
Who to recruit?
– problem-solving ability
– availability
– technological expertise
– credibility
– political connections
– ambition, initiative, and energy
92. Establishing a Team Identity
Effective Use
Effective Use
of Meetings
of Meetings
Co-location of
Co-location of
team members
team members
Creation of project
Creation of project
team name
team name
Team rituals
Team rituals
95. Rejuvenating the Project Team
Informal Techniques
– institute new rituals
– take an off-site break as a team
from the project
– view an inspiration message or
movie
– have the project sponsor give a
pep talk
96. Rejuvenating the Project Team
Formal Techniques
– team building session
facilitated by an outsider to
clarify ownership issues
affecting performance
– engage in an outside activity
that provides an intense
common experience to
promote social development
of the team
98. Challenges of Managing Virtual Teams
Developing trust
exchange of social information
set clear roles for each team member
99. Challenges of Managing Virtual Teams
Developing effective patterns of communication
include face-to-face if at all possible
keep team members informed on how the overall
project is going
don’t let team members vanish
establish a code of conduct to avoid delays
establish clear norms and protocols for surfacing
assumptions and conflicts
103. Managing Conflict in the Project Team
Encouraging Functional Conflict
– encourage dissent by asking
tough questions
– bring in people with different
points of view
– designate someone to be a
devil’s advocate
– ask the team to consider an
alternative
104. Managing Conflict in the Project Team
Encouraging Functional Conflict
Encouraging Functional Conflict Managing Dysfunctional Conflict
Managing Dysfunctional Conflict
–– encourage dissent by asking
encourage dissent by asking –– mediate the conflict
mediate the conflict
tough questions
tough questions –– arbitrate the conflict
arbitrate the conflict
–– bring in people with different
bring in people with different –– control the conflict
control the conflict
points of view
points of view –– accept the conflict
accept the conflict
–– designate someone to be a
designate someone to be a –– eliminate the conflict
eliminate the conflict
devil’s advocate
devil’s advocate
–– ask the team to consider an
ask the team to consider an
alternative
alternative
106. Figure 11.5 Conflict Intensity over the Project Life Cycle
(Gray & Larson, 2006, p363)
107. Project Team Pitfalls
Bureaucratic
Bureaucratic
Groupthink
Groupthink Bypass Syndrome
Bypass Syndrome
Team Spirit Becomes
Team Spirit Becomes
Going Native
Going Native Team Infatuation
Team Infatuation
108. Review
1. Effective teams have common characteristics such as; size range,
purpose, communication, leadership, cohesiveness, identity,
diversity, and cooperation.
2. Traditional research suggests teams develop in 5-stage process;
forming, storming, norming, performing, and adjourning. Modern
approach indicates growth occurs at project transition points.
3. Team development can be facilitated through training,
personality indicators, social styles profiles, and reward systems.
4. PM’s can utilize people handling strategies from motivation
theorists and other theorists such as; Maslow, Hertzberg,
McClelland, McGregor and Covey …
5. Other areas of importance include; recruitment, maintenance,
and conflict management of project teams.
109. References
Horodyski, K. (1995). Managing and developing teams. Footscray, Vic.: Open
Training Services.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd.,
NSW: Allyn and Bacon.
Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney:
Prentice-Hall
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Forming: first stage in team, development, characterized by much uncertainty Storming: second stage in team development characterized by intra-team conflict Norming: third stage in team development, characterized by close relationships and cohesiveness Performing: fourth stage in team development, when the team is fully functional Adjourning: final stage in team development for temporary teams, characterized by concern with wrapping up activities rather than task performance
Use of project teams: Manage problems: reduce cots and improve
Use of project teams: Manage problems: reduce cots and improve
Myers-Briggs Type Indicator (MBTI) and Project Management Most suited for project leadership: 100 percent: INTJ, ENTJ, ISTJ, ESTJ 50 percent: INTP, ENTP, ENFP, ENFJ Best suited as followers: 100 percent: INFJ, ISFJ 50 percent: INTP, ENTP, ENFP, ENFJ, ESFJ Not suited for project work: 100 percent: INFP, ISFP, ESFP, ISTP 50 percent: ENFP, ESTP
Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness: drivers expressive analytical amiable People on opposite corners (drivers and amiable, analytical and expressive) may have difficulty getting along
Motivation: Intrinsic motivation Causes people to participate in an activity for their own enjoyment. Eg. Read, Gardening… Extrinsic motivation Causes people to do something for a reward or to avoid a penalty. Eg. Homework
Maslow’s hierarchy of needs: (1960’s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950’s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslow’s hierarchy of needs, states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiloogical needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological – includes hunger, thirst, shelter, sex and other bodily needs. Safety – includes security and protection from physical and emotional harm. Social – includes affection, belongingness, acceptance and friendship. Esteem – includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization – represented by the drive to become what one is capable of becoming; includes growth, achieving one’s potential and self-fulfillment. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs.
Maslow’s hierarchy of needs: (1960’s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950’s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslow’s hierarchy of needs, states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological – includes hunger, thirst, shelter, sex and other bodily needs. Safety – includes security and protection from physical and emotional harm. Social – includes affection, belongingness, acceptance and friendship. Esteem – includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization – represented by the drive to become what one is capable of becoming; includes growth, achieving one’s potential and self-fulfillment. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs.
Herzberg’s motivation-hygiene theory: Motivation factors Achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction Hygiene factors Cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment In his books and articles, Herzberg explained why attempts to use positive factors such as reducing time spent at work, upward spiraling wages, offering fringe benefits, providing human relations and sensitivity training, and so on did not instill motivation. He argued that people want to actualize themselves. They need stimuli for their growth and advancement needs in accordance with Maslow’s hierarchy of needs.
Maslow’s hierarchy of needs: (1960’s) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950’s is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslow’s hierarchy of needs, states that people’s behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological – includes hunger, thirst, shelter, sex and other bodily needs. Safety – includes security and protection from physical and emotional harm. Social – includes affection, belongingness, acceptance and friendship. Esteem – includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization – represented by the drive to become what one is capable of becoming; includes growth, achieving one’s potential and self-fulfillment. To motivate project team members, the project manager needs to understand each person’s motivation, especially with regard to social, esteem, and self-actualization or growth needs.
McClelland’s Acquired-Needs Theory The main categories of acquired needs include achievement, affiliation, and power (normally one or two of these needs will be dominant in individuals) Achievement People with a high need for achievement seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback. Affiliation People with a high need for affiliation desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction. Power People with a need for power desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy. People who need institutional power or social power want to organize others to further the goals of the organization
McGregor’s Theory X and Theory Y Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives. Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs. Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
(1970s) Thamhain and Wilemon Many people working on a project do not report directly to project managers, and project managers often do not have control over project staff who report to them. HJ Thamhain and DL Wilemon investigated the approaches project managers use to deal with workers and how those approaches relate to project success. They identified nine influence bases available to project managers; Authority – the legitimate hierarchical right to issue orders Assignment – the project manager’s perceived ability to influence a worker’s later work assignments Budget – the project manager’s perceived ability to authorize others’ use of discretionary funds Promotion – the ability to improve a worker’s position Money – the ability to increase a worker’s pay and benefits Penalty – the project manager’s perceived ability to dispense or cause punishment Work challenge – the ability to assign work that capitalizes on a worker’s enjoyment of doing a particular task, which taps an intrinsic motivational factor Expertise – the project manager’s perceived special knowledge that others deem important Friendship – the ability to establish friendly personal relationships between the project manager and others
(1980s) Stephen Covey’s Stephen Covey, author of the 1980 book, The 7 habits of highly effective people , expanded work done by Maslow, Herzberg, and others to develop an approach for helping people and teams become more effective. Project managers can apply Covey’s seven habits to improve effectiveness on projects as follows; Be proactive – Covey like Maslow believes that people have the ability to be proactive and choose their responses to different situations. Project managers must be proactive and anticipate and plan for problems and inevitable changes on projects. Begin with the end in mind – Covey suggests that people focus on their values, what they really want to accomplish, and how they really want to be remembered in their lives. He suggests writing a mission statement to help achieve this habit. Put first things first – Covey developed a time management system and matrix to help people prioritize their time. He suggests that most people need to spend more time doing things that are important, but not urgent. Important but not urgent activities include; planning, reading and exercising. Project managers need to spend a lot of time working on important and not urgent activities such as developing the project plan. Think win/win – Covey presents several paradigms of interdependence, with think win/win being the best choice in most situations. When you use a win/win paradigm, parties in potential conflict work together to develop new solutions that make them all winners. Seek first to understand then to be understood – Empathic listening is listening with the intent to understand. It is even more powerful than active listening because you forget your personal interests and focus on truly understanding the other person. Synergize – In projects, a project team can synergize by creating collaborative products that are much better than a collection of individual efforts. Covey also emphasizes the importance of valuing differences in other to achieve synergy. Eg. Data General researchers created a new 32-bit super minicomputer in the 1970s using synergistic efforts. Sharpen the saw – take time to renew yourself physically, spiritually, mentally and socially.
Empathic Listening and Rapport Good project managers are empathic listeners with the intent to understand Before you can communicate with others, you have to have rapport (Mirroring eg. breathing, voice tempo) IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders
