The document discusses using network analysis to analyze team effectiveness on projects. It outlines an agenda for a presentation that includes setting the stage for network analysis, discussing why social networks are important, presenting a case study, and best practices. The case study examines a project team for an Airman Training Complex based in different cities using a Strategic Team Assessment Research tool to map relationships between team members. The tool showed reliance, trust, and knowledge exchange between team members and identified that the team successfully collaborated across distances by building reliance and trust.

1. Achieving Optimum Team
Effectiveness
in Project Management
Cheryl May, Partner
Tammy Johnson, Vice President

2. Learning Objectives
• Networks: Understand A New Tool for Analyzing
Organizations
• A New Method for Analyzing Your Projects and
Organizations
• Best Practices of High Performing Teams

3. Agenda
• Setting the Stage for Network Analysis
• Why Social Networks
• Case Study
• Best Practices
• How to Get Started

4. Network Analysis:
Enhancing Project Delivery

5. STAR: Strategic Team Assessment
Research
• STAR maps the reported communication, the reported
trust, etc.
• STAR reports individual participation in
communication, knowledge exchange, positive energy
production, etc.
• STAR is a MRI or 360° for the Team.
• STAR only reports what is. It’s up to the PM or leader
to determine:
• What’s going right (the way we want it).
• What’s not going the way we want it.
• How can we improve.
• Helps you make choices on where to apply your
resources and energy.

6. Interpreting the STAR Network
• Shows the ‘network of the team’
• Each box (node) is an individual
• Each link between the boxes shows a
relationship.
• Red means reciprocal or 2-way
• Blue means or 1-way
• The bigger the box, the more relationships or
connections

7. Project Networks
How we
plan
How we
work

8. Case Study: Lackland Air Force Base,
Airmen Training Complex, Texas
35 team members representing:
– Project Manager
– Assistant PMs + Assistant Technical Managers
– Lead Architect + Architects
– Lead Structural + Structural Engineers + Structural Designers
– Lead Mechanical + Mechanical Engineers
– Lead Electrical + Electrical Engineers
– Construction Management PEs – on site
– IT
– Subcontractors: Civil + Electrical + Landscape Architect

9. Case Study: ATC Program
Why STAR?
• The Beginning of Multi-Year Project
• Way for PM to ‘Tame the Complexity’
• PM in San Antonio; majority of team in Denver
• First Three of Six Independent Projects
– Airmen Training Complex
– Dormitories
– Dining Classroom Facility

10. Legend of Nodes
• Purple – Project Management Team
• Orange - Architects
• Light Blue – Structural
• Green – Mechanical
• Red – Electrical
• Dark Blue – Project Engineers on site
• Brown – Revit Expert and IT
• Gray – Subcontractors (Civil, Electrical &
Landscape Architect)

11. Monthly Communication
With which of the following individuals do you discuss issues that are SPECIFIC to the
ATC program at least once every month?

12. Weekly Communication
How often do you have specific communications with {name} about your work with the ATC
program? Weekly - at least once per week

13. Reliance (Above Average or Greater)
Rate the amount of RELIANCE you have on {name} to complete his/her tasks so that you can
perform or complete your work?

14. Professional Trust (Above Average or Greater)
Based on your professional interactions with {name}, how much do you TRUST {name} to take actions that are
mutually beneficial and not solely to their own advantage within the ATC program?

15. Knowledge Exchange (Monthly)
15
How often do you exchange knowledge with {name} to brainstorm, identify lessons learned, identify
alternative solutions, or improve processes within the ATC Program. At least one time per month

16. Knowledge Exchange (Weekly)
16
How often do you exchange knowledge with {name} to brainstorm, identify lessons learned, identify
alternative solutions, or improve processes within the ATC Program, at least once a week.

17. Knowledge Exchange (Daily)
17
How often do you exchange knowledge with {name} to brainstorm, identify lessons learned, identify
alternative solutions, or improve processes within the ATC Program, at least once per day

18. Energy Level (Positive Impact)
When you interact with {name}, how does it impact your energy level? Positively

19. Energy Level (Negative Impact)
When you interact with {name}, how does it impact your energy level? Negatively

20. Network Analysis:
What Did We Learn?
Because we’ve built
reliance on each other~
our team has developed
Professional Trust with
each other.
You can successfully
manage a multi-year ,
multi-discipline, multi-
million dollar project and
live in different cities.