SlideShare a Scribd company logo
Project Management 7. Managing Teams
Week 7
Our goal today is to develop and facilitate leadership, team building, performance management, and conflict management skills in the context of an IT environment
Main reference:  Gray & Larson, 2006, Ch 11.
Effective Team Characteristics Why Join Teams? Team Development Keys to Managing People Managing Project Teams Project Team Conflict Project Team Pitfalls
Effective Team Characteristics
What is a Team?
A team  is a group of individuals who cooperate and work together to achieve a given set of objectives or goals  (Horodyski, 1995).
is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization  Teamwork
Team-building is high interaction among group members to increase trust and openness
Effective Team Characteristics  1 Project Team Size 2 Common Characteristics
Project Team Size Performance is based on balance of members carrying out roles and meeting social and emotional needs
Project teams of 5 to 12 members work best
There are problems you encounter as size increases
It gets more difficult to interact with and influence the group Individuals get less satisfaction from their involvement in the team People end up with less commitment to the team goals It requires more centralized decision making  There is lesser feeling as being part of team
Project Team Size The Mythical Man-Month
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
Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n  − 1) / 2
Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n  − 1) / 2  Examples
Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n  − 1) / 2  Examples 5 developers -> 5(5 − 1) / 2 = 10 channels of communication
Fred Brooks The Mythical Man-Month 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 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  50 developers -> 50(50 − 1) / 2 = 1225 channels of communication
Common Characteristics of  High Performing Teams
Goals are clearly defined and matched with measurable outcomes
Accurate effective 2-way communication
Leadership is shared and participation encouraged
Effective decision making and problem solving
Team identity and cohesiveness
Diverse backgrounds and experience
Cooperation and collaboration
They share a common identity
Figure 1  Characteristics or needs of effective teams ( Horodyski, 1995 , p12)
Why Join Teams?
Why do people want to join teams?
Individual reasons Security Status Self-esteem Affiliation Power Goal achievement
Why do teams work well for organizations?
Team Development
Project teams usually come together for a project and then disband.  What challenges does this create? Project team
Tuckman (1960s) published five stage model of team development
Figure 9.1  Stages of Team Development ( Robbins et al, 1998 , p309)
Figure 11.1  The Five-Stage Team Development Model ( Gray & Larson, 2006 , p345)
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.
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?
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
Figure 11.2  The Punctuated Equilibrium Model of Group Development ( Gray & Larson, 2006 , p346)
Training can help people understand themselves and each other, and understand how to work better in teams. Training The main goal of team development is to help people work together more effectively to improve project performance.
Team building activities include  physical challenges   and  psychological preference indicator tools
MBTI What are you?
extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p
extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p e n t j me
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. extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p n i
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
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 ).
Another model Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness Assertiveness Responsiveness
Another model Analytical Driver Amiable Expressive Responsiveness Assertiveness Ask Tell People Task
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
http://www.flickr.com/photos/hi-phi/1100036300/
Reward and Recognition Systems  cont’d… Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility Team Development   cont’d…
Keys to Managing People
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
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 Motivation
Motivation Theorists Maslow’s hierarch of needs Herzberg’s motivation-hygiene McClelland’s acquired-needs McGregor’s X and Y
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
Maslow’s Hierarchy of Needs http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
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 Help motivate workers directly eg. achievement, recognition, work, responsibility hygiene factors   cause dissatisfaction if absent but do not motivate,  eg. Money, working conditions,
http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman
( Robbins et al, 1998,  p221)
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
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
http://www.provenmodels.com/20/theory-x-&-y/mcgregor
Thamhain and Wilemon’s influence bases (1970’s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers  authority assignment budget promotion money penalty work challenge expertise friendship
Steven Covey’s 7 habits   Ca be applied to improve effectiveness on projects Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw
Covey’s Habit 5: Seek first to understand, then to be understood
Managing Project Teams
Project managers must lead their teams in performing various project activities
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
Tools and techniques available to assist in managing project teams include: observation and conversation project performance appraisals conflict management issue logs
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 Develop your team
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 Know the conditions favorable for development of high performing teams
Meetings?
A brief diversion into Management and Meetings
 
 
 
 
Don’t waste  my  time
Conducting Project Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing  Subsequent Meetings
Time Date Place Who must be there Meeting goals Agenda Expected outcome Preparation required
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 Recruiting Project Members
Figure 11.32  Creating a High-Performance Project Team ( Gray & Larson, 2006 , p348)
Establishing a Team Identity Effective Use  of Meetings Co-location of  team members Creation of project  team name Team rituals
Figure 11.4  Requirements for an Effective Project Vision ( Gray & Larson, 2006 , p357)
Orchestrating the Decision-Making  Process Problem Identification Generating Alternatives Reaching a Decision Follow-up
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
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
Challenges of Managing Virtual Teams
Challenges of Managing Virtual Teams Developing trust exchange of social information set clear roles for each team member
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
Figure 11.6  24-Hour Global Clock ( Gray & Larson, 2006 , p369)
Project Team Conflict
Managing Conflict in the Project Team
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
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 Managing Dysfunctional Conflict mediate the conflict arbitrate the conflict control the conflict accept the conflict eliminate the conflict
Project Team Pitfalls
Figure 11.5  Conflict Intensity over the Project Life Cycle ( Gray & Larson, 2006 , p363)
Project Team Pitfalls Groupthink Bureaucratic  Bypass Syndrome Team Spirit Becomes  Team Infatuation Going Native
Review Effective teams  have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. Traditional research suggests teams develop in  5-stage process ; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. Team development  can be facilitated through training, personality indicators, social styles profiles, and reward systems. PM’s can utilize  people handling strategies  from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey … Other areas of importance  include; recruitment, maintenance, and conflict management of project teams.
References Horodyski, K. (1995).  Managing and developing teams . Footscray, Vic.: Open Training Services. Greenberg, J. & Baron, R. (1993).  Behavior in organizations  (4 th  ed.). Syd., NSW: Allyn and Bacon.  Robbins, S., et al. (1998).  Organisational behaviour  (2nd ed.). Sydney: Prentice-Hall
BetterProjects.net Title page pic care of  atomicShed  & CC @ Flickr
keylosa   chrisjfry   e-chan   massdistraction   psd   jisc_infonet   Woodley Wonder works   nattu   .  SantiMB  .   SSCusp   Gaetan  Lee   prawnpie   kimncris   Rhett  Redelings   monkeyc.net   meggerss   Malingering   laffy4k   judge_mental   mangu* wanders by mistake...  obo- bobolina   lyk3_0n3_tym3   atomicShed   ittybittiesforyou   jsgraphicdesign   Dunechaser   prawnpie   gnackgnackgnack   lhuiz   yuan2003   Inky Bob   brycej   Cayusa   kk+

More Related Content

What's hot

House.cindy
House.cindyHouse.cindy
House.cindy
NASAPMC
 
Facilitation_an-effective-approach-for-team-leaders
Facilitation_an-effective-approach-for-team-leadersFacilitation_an-effective-approach-for-team-leaders
Facilitation_an-effective-approach-for-team-leaders
Peter Pfeiffer
 
Team basics
Team basicsTeam basics
Team basics
shivanshu singh
 
Terri tramel 01-27-12
Terri tramel 01-27-12Terri tramel 01-27-12
Terri tramel 01-27-12
NASAPMC
 
Team DyNAmics - Increasing Team Engagement & Performance
Team DyNAmics - Increasing Team Engagement & PerformanceTeam DyNAmics - Increasing Team Engagement & Performance
Team DyNAmics - Increasing Team Engagement & Performance
Ngagementworks
 
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
Fung Ping
 
Delegation poker pres v3.0
Delegation poker pres v3.0Delegation poker pres v3.0
Delegation poker pres v3.0
Agile Tour Beirut
 
Basics of people management
Basics of people managementBasics of people management
Basics of people management
Padmesh Haridasan
 
Team structure
Team structureTeam structure
Team structure
Jen-Chieh Ko
 
Agile Leadership Training
Agile Leadership TrainingAgile Leadership Training
Agile Leadership Training
Armond Mehrabian
 
Team Dynamics
Team DynamicsTeam Dynamics
Team Dynamics
s bhaumik
 
Managing self organizing teams an old school management dilemma
Managing self organizing teams   an old school management dilemmaManaging self organizing teams   an old school management dilemma
Managing self organizing teams an old school management dilemma
Mike Vincent
 
Change Agents
Change AgentsChange Agents
Change Agents
Paul Kell
 
Agile Coaching by ScrumMasterNZ
Agile Coaching by ScrumMasterNZAgile Coaching by ScrumMasterNZ
Agile Coaching by ScrumMasterNZ
scrummasternz
 
the one-person project management team
the one-person project management teamthe one-person project management team
the one-person project management team
amanda etches
 
Pm0013 managing human resources in projects
Pm0013   managing human resources in projectsPm0013   managing human resources in projects
Pm0013 managing human resources in projects
smumbahelp
 
Pm0013 managing human resources in projects
Pm0013   managing human resources in projectsPm0013   managing human resources in projects
Pm0013 managing human resources in projects
smumbahelp
 
Creating a High Performance Team
Creating a High Performance TeamCreating a High Performance Team
Creating a High Performance Team
tholtz11
 
Presentation peter pfeiffer@pan-african-pmc_2017_24_05
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Presentation peter pfeiffer@pan-african-pmc_2017_24_05
Presentation peter pfeiffer@pan-african-pmc_2017_24_05
Peter Pfeiffer
 
2016 business planning
 2016 business planning 2016 business planning
2016 business planning
Cordell Parvin
 

What's hot (20)

House.cindy
House.cindyHouse.cindy
House.cindy
 
Facilitation_an-effective-approach-for-team-leaders
Facilitation_an-effective-approach-for-team-leadersFacilitation_an-effective-approach-for-team-leaders
Facilitation_an-effective-approach-for-team-leaders
 
Team basics
Team basicsTeam basics
Team basics
 
Terri tramel 01-27-12
Terri tramel 01-27-12Terri tramel 01-27-12
Terri tramel 01-27-12
 
Team DyNAmics - Increasing Team Engagement & Performance
Team DyNAmics - Increasing Team Engagement & PerformanceTeam DyNAmics - Increasing Team Engagement & Performance
Team DyNAmics - Increasing Team Engagement & Performance
 
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
Relationships among Team Trust, Team Cohesion, Team Satisfaction, Presentatio...
 
Delegation poker pres v3.0
Delegation poker pres v3.0Delegation poker pres v3.0
Delegation poker pres v3.0
 
Basics of people management
Basics of people managementBasics of people management
Basics of people management
 
Team structure
Team structureTeam structure
Team structure
 
Agile Leadership Training
Agile Leadership TrainingAgile Leadership Training
Agile Leadership Training
 
Team Dynamics
Team DynamicsTeam Dynamics
Team Dynamics
 
Managing self organizing teams an old school management dilemma
Managing self organizing teams   an old school management dilemmaManaging self organizing teams   an old school management dilemma
Managing self organizing teams an old school management dilemma
 
Change Agents
Change AgentsChange Agents
Change Agents
 
Agile Coaching by ScrumMasterNZ
Agile Coaching by ScrumMasterNZAgile Coaching by ScrumMasterNZ
Agile Coaching by ScrumMasterNZ
 
the one-person project management team
the one-person project management teamthe one-person project management team
the one-person project management team
 
Pm0013 managing human resources in projects
Pm0013   managing human resources in projectsPm0013   managing human resources in projects
Pm0013 managing human resources in projects
 
Pm0013 managing human resources in projects
Pm0013   managing human resources in projectsPm0013   managing human resources in projects
Pm0013 managing human resources in projects
 
Creating a High Performance Team
Creating a High Performance TeamCreating a High Performance Team
Creating a High Performance Team
 
Presentation peter pfeiffer@pan-african-pmc_2017_24_05
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Presentation peter pfeiffer@pan-african-pmc_2017_24_05
Presentation peter pfeiffer@pan-african-pmc_2017_24_05
 
2016 business planning
 2016 business planning 2016 business planning
2016 business planning
 

Viewers also liked

The Project Management Process - Week 8 Conflict Management
The Project Management Process - Week 8   Conflict ManagementThe Project Management Process - Week 8   Conflict Management
The Project Management Process - Week 8 Conflict Management
Craig Brown
 
Improving Creative Thinking Skills
Improving Creative Thinking SkillsImproving Creative Thinking Skills
Improving Creative Thinking Skills
John Arul
 
Approaches and Techniques of Budgeting: The Philippine Setting
Approaches and Techniques of Budgeting: The Philippine SettingApproaches and Techniques of Budgeting: The Philippine Setting
Approaches and Techniques of Budgeting: The Philippine Setting
ethelvera
 
Stress management
Stress managementStress management
Stress management
Jennifer Foster
 
Theories of management
Theories of management Theories of management
Theories of management
ethelvera
 
13 Tips to Build Teamwork Skills
13 Tips to Build Teamwork Skills13 Tips to Build Teamwork Skills
13 Tips to Build Teamwork Skills
LiquidPlanner
 
Your Personal Employment & Career Coaching Manual Slide Show
Your Personal Employment & Career Coaching Manual   Slide ShowYour Personal Employment & Career Coaching Manual   Slide Show
Your Personal Employment & Career Coaching Manual Slide Show
SPIRIT47
 
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop FreudSocial collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Zipipop Freud
 
Teamwork 16.06.08
Teamwork 16.06.08Teamwork 16.06.08
Teamwork 16.06.08
paromitadas
 
Coaching manual - Netball
Coaching manual - NetballCoaching manual - Netball
Coaching manual - Netball
Muyy Gladstone
 
Linkage’s Leaders Teaching Leaders Process (LTLP)
Linkage’s Leaders Teaching Leaders Process (LTLP)Linkage’s Leaders Teaching Leaders Process (LTLP)
Linkage’s Leaders Teaching Leaders Process (LTLP)
yavanian
 
Coaching skills
Coaching skillsCoaching skills
Coaching skills
Gia Tri Tien
 
Why Pharma Front-line Managers Must Excel at Teamwork
Why Pharma Front-line Managers Must Excel at TeamworkWhy Pharma Front-line Managers Must Excel at Teamwork
Why Pharma Front-line Managers Must Excel at Teamwork
Anup Soans
 
Assessing 21st century skills
Assessing 21st century skillsAssessing 21st century skills
Assessing 21st century skills
Harleen Singh
 
The Project Management Process - Week 9 Performance Management
The Project Management Process - Week 9   Performance ManagementThe Project Management Process - Week 9   Performance Management
The Project Management Process - Week 9 Performance Management
Craig Brown
 
10 Ways to Improve Internal Communication
10 Ways to Improve Internal Communication10 Ways to Improve Internal Communication
10 Ways to Improve Internal Communication
Weekdone.com
 
Innovation vs. Creativity
Innovation vs. CreativityInnovation vs. Creativity
Innovation vs. Creativity
Saneel Radia
 
Project ATOM Goals And Objectives
Project ATOM Goals And ObjectivesProject ATOM Goals And Objectives
Project ATOM Goals And Objectives
Stanislaus County Office of Education
 
Seo goals & objectives 2 quarter 2012
Seo goals & objectives 2 quarter 2012Seo goals & objectives 2 quarter 2012
Seo goals & objectives 2 quarter 2012
EBY3081
 
5 phases of project management
5 phases of project management5 phases of project management
5 phases of project management
Jared C. Powell
 

Viewers also liked (20)

The Project Management Process - Week 8 Conflict Management
The Project Management Process - Week 8   Conflict ManagementThe Project Management Process - Week 8   Conflict Management
The Project Management Process - Week 8 Conflict Management
 
Improving Creative Thinking Skills
Improving Creative Thinking SkillsImproving Creative Thinking Skills
Improving Creative Thinking Skills
 
Approaches and Techniques of Budgeting: The Philippine Setting
Approaches and Techniques of Budgeting: The Philippine SettingApproaches and Techniques of Budgeting: The Philippine Setting
Approaches and Techniques of Budgeting: The Philippine Setting
 
Stress management
Stress managementStress management
Stress management
 
Theories of management
Theories of management Theories of management
Theories of management
 
13 Tips to Build Teamwork Skills
13 Tips to Build Teamwork Skills13 Tips to Build Teamwork Skills
13 Tips to Build Teamwork Skills
 
Your Personal Employment & Career Coaching Manual Slide Show
Your Personal Employment & Career Coaching Manual   Slide ShowYour Personal Employment & Career Coaching Manual   Slide Show
Your Personal Employment & Career Coaching Manual Slide Show
 
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop FreudSocial collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
 
Teamwork 16.06.08
Teamwork 16.06.08Teamwork 16.06.08
Teamwork 16.06.08
 
Coaching manual - Netball
Coaching manual - NetballCoaching manual - Netball
Coaching manual - Netball
 
Linkage’s Leaders Teaching Leaders Process (LTLP)
Linkage’s Leaders Teaching Leaders Process (LTLP)Linkage’s Leaders Teaching Leaders Process (LTLP)
Linkage’s Leaders Teaching Leaders Process (LTLP)
 
Coaching skills
Coaching skillsCoaching skills
Coaching skills
 
Why Pharma Front-line Managers Must Excel at Teamwork
Why Pharma Front-line Managers Must Excel at TeamworkWhy Pharma Front-line Managers Must Excel at Teamwork
Why Pharma Front-line Managers Must Excel at Teamwork
 
Assessing 21st century skills
Assessing 21st century skillsAssessing 21st century skills
Assessing 21st century skills
 
The Project Management Process - Week 9 Performance Management
The Project Management Process - Week 9   Performance ManagementThe Project Management Process - Week 9   Performance Management
The Project Management Process - Week 9 Performance Management
 
10 Ways to Improve Internal Communication
10 Ways to Improve Internal Communication10 Ways to Improve Internal Communication
10 Ways to Improve Internal Communication
 
Innovation vs. Creativity
Innovation vs. CreativityInnovation vs. Creativity
Innovation vs. Creativity
 
Project ATOM Goals And Objectives
Project ATOM Goals And ObjectivesProject ATOM Goals And Objectives
Project ATOM Goals And Objectives
 
Seo goals & objectives 2 quarter 2012
Seo goals & objectives 2 quarter 2012Seo goals & objectives 2 quarter 2012
Seo goals & objectives 2 quarter 2012
 
5 phases of project management
5 phases of project management5 phases of project management
5 phases of project management
 

Similar to The Project Management Process - Week 7 Managing Teams

Catalyst ppd newsletter article virtual leadership and the tuckman jensen mo...
Catalyst ppd newsletter article virtual leadership and the tuckman  jensen mo...Catalyst ppd newsletter article virtual leadership and the tuckman  jensen mo...
Catalyst ppd newsletter article virtual leadership and the tuckman jensen mo...
Val Duncan,Doctoral Learner,MBA,MAOD
 
DiscussionsW1 = Problem Solving and Decision Making1. Ho
DiscussionsW1 = Problem Solving and Decision Making1. HoDiscussionsW1 = Problem Solving and Decision Making1. Ho
DiscussionsW1 = Problem Solving and Decision Making1. Ho
DustiBuckner14
 
School Of Engineering And Digital Arts
School Of Engineering And Digital ArtsSchool Of Engineering And Digital Arts
School Of Engineering And Digital Arts
Lisa Kennedy
 
Project Human Resources Management.ppt
Project Human Resources Management.pptProject Human Resources Management.ppt
Project Human Resources Management.ppt
MUST
 
Building team effectiveness through psychometric profiling. a scientific real...
Building team effectiveness through psychometric profiling. a scientific real...Building team effectiveness through psychometric profiling. a scientific real...
Building team effectiveness through psychometric profiling. a scientific real...
Sascha Michel
 
9 human resource PMBOK
9 human resource PMBOK9 human resource PMBOK
9 human resource PMBOK
Waseem Siddique
 
Introduction to od
Introduction to odIntroduction to od
Introduction to od
Payal Deep
 
PMP Training - 09 project human resource management
PMP Training - 09 project human resource managementPMP Training - 09 project human resource management
PMP Training - 09 project human resource management
ejlp12
 
Assessment of team building tools
Assessment of team building toolsAssessment of team building tools
Assessment of team building tools
Thurein Naywinaung
 
HRM in PM (1).pptx
HRM in PM (1).pptxHRM in PM (1).pptx
HRM in PM (1).pptx
umairshams6
 
Bba602 management and development skills
Bba602  management and development skillsBba602  management and development skills
Bba602 management and development skills
smumbahelp
 
2 questions.docx
2 questions.docx2 questions.docx
2 questions.docx
write4
 
2 questions.docx
2 questions.docx2 questions.docx
2 questions.docx
write12
 
A leaders guide itle-clark1
A leaders guide itle-clark1A leaders guide itle-clark1
A leaders guide itle-clark1
2013_21
 
Mgmt 591 entire course leadership and organization behavior keller
Mgmt 591 entire course leadership and organization behavior kellerMgmt 591 entire course leadership and organization behavior keller
Mgmt 591 entire course leadership and organization behavior keller
laynepettus
 
Human resource managment.pptx
Human resource managment.pptxHuman resource managment.pptx
Human resource managment.pptx
BetshaTizazu1
 
Manager Interview Essay
Manager Interview EssayManager Interview Essay
Manager Interview Essay
Megan Espinoza
 
How to design healthy team dynamics to deliver successful digital projects.pptx
How to design healthy team dynamics to deliver successful digital projects.pptxHow to design healthy team dynamics to deliver successful digital projects.pptx
How to design healthy team dynamics to deliver successful digital projects.pptx
TechSoupConnectLondo
 
1Running Head Leading and Managing HR Project7Leading a.docx
1Running Head Leading and Managing HR Project7Leading a.docx1Running Head Leading and Managing HR Project7Leading a.docx
1Running Head Leading and Managing HR Project7Leading a.docx
drennanmicah
 
Dare to DREAM 2009 Dec 6
Dare to DREAM 2009 Dec 6Dare to DREAM 2009 Dec 6
Dare to DREAM 2009 Dec 6
Robin Levesque, MA, PMP, RI
 

Similar to The Project Management Process - Week 7 Managing Teams (20)

Catalyst ppd newsletter article virtual leadership and the tuckman jensen mo...
Catalyst ppd newsletter article virtual leadership and the tuckman  jensen mo...Catalyst ppd newsletter article virtual leadership and the tuckman  jensen mo...
Catalyst ppd newsletter article virtual leadership and the tuckman jensen mo...
 
DiscussionsW1 = Problem Solving and Decision Making1. Ho
DiscussionsW1 = Problem Solving and Decision Making1. HoDiscussionsW1 = Problem Solving and Decision Making1. Ho
DiscussionsW1 = Problem Solving and Decision Making1. Ho
 
School Of Engineering And Digital Arts
School Of Engineering And Digital ArtsSchool Of Engineering And Digital Arts
School Of Engineering And Digital Arts
 
Project Human Resources Management.ppt
Project Human Resources Management.pptProject Human Resources Management.ppt
Project Human Resources Management.ppt
 
Building team effectiveness through psychometric profiling. a scientific real...
Building team effectiveness through psychometric profiling. a scientific real...Building team effectiveness through psychometric profiling. a scientific real...
Building team effectiveness through psychometric profiling. a scientific real...
 
9 human resource PMBOK
9 human resource PMBOK9 human resource PMBOK
9 human resource PMBOK
 
Introduction to od
Introduction to odIntroduction to od
Introduction to od
 
PMP Training - 09 project human resource management
PMP Training - 09 project human resource managementPMP Training - 09 project human resource management
PMP Training - 09 project human resource management
 
Assessment of team building tools
Assessment of team building toolsAssessment of team building tools
Assessment of team building tools
 
HRM in PM (1).pptx
HRM in PM (1).pptxHRM in PM (1).pptx
HRM in PM (1).pptx
 
Bba602 management and development skills
Bba602  management and development skillsBba602  management and development skills
Bba602 management and development skills
 
2 questions.docx
2 questions.docx2 questions.docx
2 questions.docx
 
2 questions.docx
2 questions.docx2 questions.docx
2 questions.docx
 
A leaders guide itle-clark1
A leaders guide itle-clark1A leaders guide itle-clark1
A leaders guide itle-clark1
 
Mgmt 591 entire course leadership and organization behavior keller
Mgmt 591 entire course leadership and organization behavior kellerMgmt 591 entire course leadership and organization behavior keller
Mgmt 591 entire course leadership and organization behavior keller
 
Human resource managment.pptx
Human resource managment.pptxHuman resource managment.pptx
Human resource managment.pptx
 
Manager Interview Essay
Manager Interview EssayManager Interview Essay
Manager Interview Essay
 
How to design healthy team dynamics to deliver successful digital projects.pptx
How to design healthy team dynamics to deliver successful digital projects.pptxHow to design healthy team dynamics to deliver successful digital projects.pptx
How to design healthy team dynamics to deliver successful digital projects.pptx
 
1Running Head Leading and Managing HR Project7Leading a.docx
1Running Head Leading and Managing HR Project7Leading a.docx1Running Head Leading and Managing HR Project7Leading a.docx
1Running Head Leading and Managing HR Project7Leading a.docx
 
Dare to DREAM 2009 Dec 6
Dare to DREAM 2009 Dec 6Dare to DREAM 2009 Dec 6
Dare to DREAM 2009 Dec 6
 

More from Craig Brown

Collaboration deep dive Agile India 2020
Collaboration deep dive Agile India 2020Collaboration deep dive Agile India 2020
Collaboration deep dive Agile India 2020
Craig Brown
 
Business analyst professional day 2019
Business analyst professional day 2019Business analyst professional day 2019
Business analyst professional day 2019
Craig Brown
 
Collaboration workbook
Collaboration workbook Collaboration workbook
Collaboration workbook
Craig Brown
 
Collaboration in 8 steps
Collaboration in 8 stepsCollaboration in 8 steps
Collaboration in 8 steps
Craig Brown
 
Last 2018 briefing night
Last 2018 briefing nightLast 2018 briefing night
Last 2018 briefing night
Craig Brown
 
Continual feedback
Continual feedbackContinual feedback
Continual feedback
Craig Brown
 
Improve together
Improve togetherImprove together
Improve together
Craig Brown
 
Matrix management
Matrix managementMatrix management
Matrix management
Craig Brown
 
Ambler's agile modelling
Ambler's agile modellingAmbler's agile modelling
Ambler's agile modelling
Craig Brown
 
Recruiting agile vs agility sportsbet_feb2016
Recruiting agile vs agility sportsbet_feb2016Recruiting agile vs agility sportsbet_feb2016
Recruiting agile vs agility sportsbet_feb2016
Craig Brown
 
Good to Great strengthfinder workshop for teams
Good to Great strengthfinder workshop for teamsGood to Great strengthfinder workshop for teams
Good to Great strengthfinder workshop for teams
Craig Brown
 
Collaboration: Cockburn's Dance of Contribution in a Workshop
Collaboration: Cockburn's Dance of Contribution in a WorkshopCollaboration: Cockburn's Dance of Contribution in a Workshop
Collaboration: Cockburn's Dance of Contribution in a Workshop
Craig Brown
 
Melbourne agile and scrum sig slides v01-00
Melbourne agile and scrum sig   slides v01-00Melbourne agile and scrum sig   slides v01-00
Melbourne agile and scrum sig slides v01-00
Craig Brown
 
How to Start a Project
How to Start a ProjectHow to Start a Project
How to Start a Project
Craig Brown
 
Story mapping introduction short version
Story mapping introduction short versionStory mapping introduction short version
Story mapping introduction short version
Craig Brown
 
Agile values
Agile valuesAgile values
Agile values
Craig Brown
 
Requirements & scope
Requirements & scopeRequirements & scope
Requirements & scope
Craig Brown
 
Requirements = Scope
Requirements = ScopeRequirements = Scope
Requirements = Scope
Craig Brown
 
Requirements = Scope, BA World Bengaluru 2011
Requirements = Scope, BA World Bengaluru 2011Requirements = Scope, BA World Bengaluru 2011
Requirements = Scope, BA World Bengaluru 2011
Craig Brown
 
Starting a new project using Scrum
Starting a new project using ScrumStarting a new project using Scrum
Starting a new project using Scrum
Craig Brown
 

More from Craig Brown (20)

Collaboration deep dive Agile India 2020
Collaboration deep dive Agile India 2020Collaboration deep dive Agile India 2020
Collaboration deep dive Agile India 2020
 
Business analyst professional day 2019
Business analyst professional day 2019Business analyst professional day 2019
Business analyst professional day 2019
 
Collaboration workbook
Collaboration workbook Collaboration workbook
Collaboration workbook
 
Collaboration in 8 steps
Collaboration in 8 stepsCollaboration in 8 steps
Collaboration in 8 steps
 
Last 2018 briefing night
Last 2018 briefing nightLast 2018 briefing night
Last 2018 briefing night
 
Continual feedback
Continual feedbackContinual feedback
Continual feedback
 
Improve together
Improve togetherImprove together
Improve together
 
Matrix management
Matrix managementMatrix management
Matrix management
 
Ambler's agile modelling
Ambler's agile modellingAmbler's agile modelling
Ambler's agile modelling
 
Recruiting agile vs agility sportsbet_feb2016
Recruiting agile vs agility sportsbet_feb2016Recruiting agile vs agility sportsbet_feb2016
Recruiting agile vs agility sportsbet_feb2016
 
Good to Great strengthfinder workshop for teams
Good to Great strengthfinder workshop for teamsGood to Great strengthfinder workshop for teams
Good to Great strengthfinder workshop for teams
 
Collaboration: Cockburn's Dance of Contribution in a Workshop
Collaboration: Cockburn's Dance of Contribution in a WorkshopCollaboration: Cockburn's Dance of Contribution in a Workshop
Collaboration: Cockburn's Dance of Contribution in a Workshop
 
Melbourne agile and scrum sig slides v01-00
Melbourne agile and scrum sig   slides v01-00Melbourne agile and scrum sig   slides v01-00
Melbourne agile and scrum sig slides v01-00
 
How to Start a Project
How to Start a ProjectHow to Start a Project
How to Start a Project
 
Story mapping introduction short version
Story mapping introduction short versionStory mapping introduction short version
Story mapping introduction short version
 
Agile values
Agile valuesAgile values
Agile values
 
Requirements & scope
Requirements & scopeRequirements & scope
Requirements & scope
 
Requirements = Scope
Requirements = ScopeRequirements = Scope
Requirements = Scope
 
Requirements = Scope, BA World Bengaluru 2011
Requirements = Scope, BA World Bengaluru 2011Requirements = Scope, BA World Bengaluru 2011
Requirements = Scope, BA World Bengaluru 2011
 
Starting a new project using Scrum
Starting a new project using ScrumStarting a new project using Scrum
Starting a new project using Scrum
 

Recently uploaded

New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
44annissa
 
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
pranjalgarg474
 
Maximise your Business Potential: Annual Planning Workshop
Maximise your Business Potential: Annual Planning WorkshopMaximise your Business Potential: Annual Planning Workshop
Maximise your Business Potential: Annual Planning Workshop
chris908327
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
GauriKale30
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
Katsuya Shiratori
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
tjcomstrang
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
himanshubclubofgsv
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
Workforce Group
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
YouTube Automation Step-by-step Guide.pdf
YouTube Automation Step-by-step Guide.pdfYouTube Automation Step-by-step Guide.pdf
YouTube Automation Step-by-step Guide.pdf
grizzyhuncho
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Philip M Caputo
 
Look at our July library display on Mining
Look at our July library display on MiningLook at our July library display on Mining
Look at our July library display on Mining
NZSG
 
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
حبوب الاجهاض سايتوتك للبيع في الامارات cytotec واتس 00966583759617
 
Top five predictions today, .
Top five predictions today,            .Top five predictions today,            .
Top five predictions today, .
Rupasingh82
 
ShotOniPhone campaign by Vancy macwan.pptx
ShotOniPhone campaign by Vancy macwan.pptxShotOniPhone campaign by Vancy macwan.pptx
ShotOniPhone campaign by Vancy macwan.pptx
macwanvancy
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
rihabkorbi24
 
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
77sayre
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 

Recently uploaded (20)

New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
 
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
HiFi Girls Call Surat 000XX00000 Provide Best And Top Girl Service And No1 in...
 
Maximise your Business Potential: Annual Planning Workshop
Maximise your Business Potential: Annual Planning WorkshopMaximise your Business Potential: Annual Planning Workshop
Maximise your Business Potential: Annual Planning Workshop
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
Network Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for ObservabilityNetwork Observability – 5 Best Platforms for Observability
Network Observability – 5 Best Platforms for Observability
 
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
ハワイ大学留学プログラム最終プレゼン「ハワイ大学マノア校におけるシェアリングモビリティの提案」
 
20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf20240716_ TJ Communications Credentials.pdf
20240716_ TJ Communications Credentials.pdf
 
upGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptxupGrad_Case_Study_by_Himanshu_Singh.pptx
upGrad_Case_Study_by_Himanshu_Singh.pptx
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
YouTube Automation Step-by-step Guide.pdf
YouTube Automation Step-by-step Guide.pdfYouTube Automation Step-by-step Guide.pdf
YouTube Automation Step-by-step Guide.pdf
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
 
Look at our July library display on Mining
Look at our July library display on MiningLook at our July library display on Mining
Look at our July library display on Mining
 
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
ابي شي %10 مضمون ينزل الجنين واتس 00966583759617
 
Top five predictions today, .
Top five predictions today,            .Top five predictions today,            .
Top five predictions today, .
 
ShotOniPhone campaign by Vancy macwan.pptx
ShotOniPhone campaign by Vancy macwan.pptxShotOniPhone campaign by Vancy macwan.pptx
ShotOniPhone campaign by Vancy macwan.pptx
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
 
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Vashi 9910780858 Provide Best And Top Girl Service And No1 in City
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 

The Project Management Process - Week 7 Managing Teams

  • 1. Project Management 7. Managing Teams
  • 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
  • 4. Main reference: Gray & Larson, 2006, Ch 11.
  • 5. Effective Team Characteristics Why Join Teams? Team Development Keys to Managing People Managing Project Teams Project Team Conflict Project Team Pitfalls
  • 7. What is a Team?
  • 8. A team is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).
  • 9. is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization Teamwork
  • 10. Team-building is high interaction among group members to increase trust and openness
  • 11. Effective Team Characteristics 1 Project Team Size 2 Common Characteristics
  • 12. Project Team Size Performance is based on balance of members carrying out roles and meeting social and emotional needs
  • 13. Project teams of 5 to 12 members work best
  • 14. There are problems you encounter as size increases
  • 15. It gets more difficult to interact with and influence the group Individuals get less satisfaction from their involvement in the team People end up with less commitment to the team goals It requires more centralized decision making There is lesser feeling as being part of team
  • 16. Project Team Size The Mythical Man-Month
  • 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
  • 18. Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n − 1) / 2
  • 19. Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n − 1) / 2 Examples
  • 20. Fred Brooks The Mythical Man-Month Group Intercommunication Formula n ( n − 1) / 2 Examples 5 developers -> 5(5 − 1) / 2 = 10 channels of communication
  • 21. Fred Brooks The Mythical Man-Month 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
  • 22. Fred Brooks The Mythical Man-Month 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 50 developers -> 50(50 − 1) / 2 = 1225 channels of communication
  • 23. Common Characteristics of High Performing Teams
  • 24. Goals are clearly defined and matched with measurable outcomes
  • 25. Accurate effective 2-way communication
  • 26. Leadership is shared and participation encouraged
  • 27. Effective decision making and problem solving
  • 28. Team identity and cohesiveness
  • 31. They share a common identity
  • 32. Figure 1 Characteristics or needs of effective teams ( Horodyski, 1995 , p12)
  • 34. Why do people want to join teams?
  • 35. Individual reasons Security Status Self-esteem Affiliation Power Goal achievement
  • 36. Why do teams work well for organizations?
  • 38. Project teams usually come together for a project and then disband. What challenges does this create? Project team
  • 39. Tuckman (1960s) published five stage model of team development
  • 40. Figure 9.1 Stages of Team Development ( Robbins et al, 1998 , p309)
  • 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 can help people understand themselves and each other, and understand how to work better in teams. Training The main goal of team development is to help people work together more effectively to improve project performance.
  • 47. Team building activities include physical challenges and psychological preference indicator tools
  • 49. extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p
  • 50. extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p e n t j me
  • 51. 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. extrovert introvert sensation intuition thinking feeling judgement perception e s t j i n f p n i
  • 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 People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness Assertiveness Responsiveness
  • 55. Another model Analytical Driver Amiable Expressive Responsiveness Assertiveness Ask Tell People Task
  • 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. Reward and Recognition Systems cont’d… Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility Team Development cont’d…
  • 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. 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 Motivation
  • 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 Help motivate workers directly eg. achievement, recognition, work, responsibility hygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions,
  • 67. ( Robbins et al, 1998, p221)
  • 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 authority assignment budget promotion money penalty work challenge expertise friendship
  • 72. Steven Covey’s 7 habits Ca be applied to improve effectiveness on projects Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw
  • 73. Covey’s Habit 5: Seek first to understand, then to be understood
  • 75. Project managers must lead their teams in performing various project activities
  • 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. 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 Develop your team
  • 80. 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 Know the conditions favorable for development of high performing teams
  • 82. A brief diversion into Management and Meetings
  • 83.  
  • 84.  
  • 85.  
  • 86.  
  • 87. Don’t waste my time
  • 88. Conducting Project Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings
  • 89. Time Date Place Who must be there Meeting goals Agenda Expected outcome Preparation required
  • 90. 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 Recruiting Project Members
  • 91. Figure 11.32 Creating a High-Performance Project Team ( Gray & Larson, 2006 , p348)
  • 92. Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals
  • 93. Figure 11.4 Requirements for an Effective Project Vision ( Gray & Larson, 2006 , p357)
  • 94. Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up
  • 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
  • 97. Challenges of Managing Virtual Teams
  • 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
  • 100. Figure 11.6 24-Hour Global Clock ( Gray & Larson, 2006 , p369)
  • 102. Managing Conflict in the Project Team
  • 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 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 Managing Dysfunctional Conflict mediate the conflict arbitrate the conflict control the conflict accept the conflict eliminate the conflict
  • 106. Figure 11.5 Conflict Intensity over the Project Life Cycle ( Gray & Larson, 2006 , p363)
  • 107. Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Team Spirit Becomes Team Infatuation Going Native
  • 108. Review Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. Traditional research suggests teams develop in 5-stage process ; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems. PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey … 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 (4 th ed.). Syd., NSW: Allyn and Bacon. Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney: Prentice-Hall
  • 110. BetterProjects.net Title page pic care of atomicShed & CC @ Flickr
  • 111. keylosa chrisjfry e-chan massdistraction psd jisc_infonet Woodley Wonder works nattu . SantiMB . SSCusp Gaetan Lee prawnpie kimncris Rhett Redelings monkeyc.net meggerss Malingering laffy4k judge_mental mangu* wanders by mistake... obo- bobolina lyk3_0n3_tym3 atomicShed ittybittiesforyou jsgraphicdesign Dunechaser prawnpie gnackgnackgnack lhuiz yuan2003 Inky Bob brycej Cayusa kk+