Human factors in project management v2

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How to communicate with and manage a project team for maximum performance

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Human factors in project management v2

  1. 1. Introduction to Human Factors in Project Management Productive Project Team Management
  2. 2. Who is Strategic Human Insights? • Organizational business consulting firm • We align talent and business to create performance driven organizations • Founded in 2001 • Over 20 years experience in delivering business solutions • Industry experience includes professional services, healthcare, financial services, franchise organizations, information technology firms and sales organizations
  3. 3. Teams “Not Finance. Not Strategy. Not Technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” Patrick Lencioni, The Five Dysfunctions of a Team
  4. 4. Human Factors in Project Management Objectives of this session • Understanding team dynamics • Putting a team together • How to manage a team • Measuring Productivity of the team
  5. 5. High Performance Leadership Team Model Purpose Why the Team Exists StructureWhat the Team Does Synergies How Members Relate to Each Other
  6. 6. High Performance Team Synergies • Communication • Cohesion • Synergy • Trust and Respect – Competency – Integrity – Fairness
  7. 7. What you are likely to encounter • The dominant one • The enthusiastic one • The patient one • The conscientious one The million dollar question: HOW do you get the most out of them?
  8. 8. The Dominant One • Bottom line organizer • Forward looking • Initiates activity • Challenge Oriented • Innovative
  9. 9. Communicating with the Dominant One • Be clear, specific and to the point • Be prepared with support material in a well organized package or outline • Factors that create tension – Talking about things not relevant to the specific issue – Appearing disorganized or leaving loopholes
  10. 10. The Enthusiastic One • Optimistic and enthusiastic • Creative problem solving • Motivates others toward goals • Negotiates conflict
  11. 11. Communicating with the Enthusiastic One • Provide a warm and friendly environment • Don’t talk about too many details - put them in writing • Ask “feeling” questions to draw them out • Factors that create tension – Being curt, cold or tight lipped – Controlling the conversation – Driving on facts, figures or abstractions
  12. 12. The Patient One • Dependable team player • Will work for a leader and a cause • Patient and empathetic • Logical, methodical thinker • Service oriented
  13. 13. Communicating with the Patient One • Break the ice by starting with a personal comment • Present your case non-threateningly • Ask “how” questions to draw out their opinions • Factors that create tension – Rushing into business – Being domineering or demanding – Forcing them to respond too quickly to your objectives
  14. 14. The Conscientious One • Maintains high standards • Defines, clarifies, gets information and tests • Objective, the anchor of reality • Comprehensive problem solver
  15. 15. Communicating with the Conscientious One • Prepare your case in advance • Stick to business • Be accurate/realistic • Factors that create tension – Being casual – Pushing too hard or being unrealistic with deadlines
  16. 16. Managing and Productivity • Drive project performance management from the start – Provide clear and consistent goals • Provide “real time” performance management feedback – Make feedback objective and provide it often • Implement processes that are consistent, transparent and enforceable – Let the individuals have input into the process • Tie project performance to organizational goals and objectives – If the business changes, change the performance goals of the project
  17. 17. Final Thoughts on Teams • Everyone will contribute in their own way – leaders should help individuals be productive • Help team members get to know each other so they can be productive faster • Address conflicts early if they arise – Provide feedback early and often • Allow the team to self manage once they hit their stride – Accountability is key for each team member
  18. 18. Questions & Answers
  19. 19. For more information please contact: Vicki Z. Lauter vicki@strategichumaninsights.com 404-978-2616 866-258-2998

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