Critically apply theoretical knowledge in practically establishing effective project teams Develop various skills such as interpersonal and leadership skills required by a project manager in motivating and coordinating people to achieve project goals. Gain a broad deep and systematic understanding of culture and its importance in effective team management. Critically analyse the impact of knowledge management in project management and to optimise their usefulness for improving decision making. Develop theoretical and practical knowledge in different team dynamics subject to the project context.

1. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
Week-2
CP70060E / CP7SA60E / CP7HA60E:
Team Dynamics and Leadership
Dr Nasrullah Khilji
Nasrullah.Khilji@uwl.ac.uk
Portfolio Leader & Senior in Lecturer Project Management
➢ Project Team Structure
➢ Project, Programme and
Portfolio Management
(P M)
3

2. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
2
Recapitulation
from last Week
• Module Introduction
• Project management (Fundamentals)
✓ Kaizen
✓ The Kaizen Way

3. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
3
Session Outline
• Characteristics of
Project Team
• Types of Project Team
• Project Organisation
and Structure (PRINCE2)

4. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
4
“A project is a temporary organisation that is created for the purpose
of delivering on or more business products according to an agreed
Business case”
✓ Change: Not a Business as Usual
✓ Temporary: A defined start and end date
✓ Cross-functional: Involve people from different skills
✓ Unique: Different team, different customers, different location
✓ Uncertainty: Could be Risk or Opportunities
Project
4

5. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
5
Project Team
➢ A group of individuals
✓ Assembled to perform activities that
contribute towards achieving a common goal
• Greater output (sum of individual outputs)
• More ideas generated
• Greater range of options
• Better decision making
✓ Responsible for planning and
executing the project
➢ Team members perform different
functions in the same project
➢ Composition of relevant skills
and management
(1/2)

6. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
6
Project Team
➢ Contextual, based on a project environment
- Help the project manager design and select the workgroup
- Enable the monitoring of effective team functioning
- Provide feedback to help improve effectiveness
- Raise awareness of what is possible
- Improve alertness to the symptoms and
consequences of poor teamwork management
6
(2/2)

7. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
7
Characteristics
of Project Teams
▪ Exist to achieve a shared goal
▪ Members are interdependent
regarding a common goal
▪ Teams are bounded and remain
relatively stable over time
▪ Members have the authority
to manage their own work and
internal processes
▪ Operate in a larger social
system context

8. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
8
Types of Project Team
✓ Functional
✓ Cross-Functional
✓ Semi-Autonomous

9. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
9
Types of Project Team - Functional
• Divides responsibilities according to the organisation’s primary
specialist roles such as marketing, research and sales
(1/2)

10. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
10
Types of Project Team
- Functional
10
• The team is selected from a single unit of
the organisation for executing the project
• Other units or departments within the
organisation or external organisations may
have limited involvement
• The scale of the task might require partial or
full-time involvement of the team members.
• A team structure becomes operational with
minimal changes to the already established
organisational set up
• The limitation of such a set up could work for
small projects only
(2/2)

11. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
11
Types of
Project Team -
Cross-
Functional
(1/2)

12. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
12
Types of Project Team
- Cross-Functional
• Benefits
✓ Decentralisation
✓ Differentiation of functions that
encourage collaborations and
cooperation
✓ Constructive conflict
✓ On-going process improvement
(2/2)

13. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
13
Types of Project Team
- Semi-Autonomous
13
• The project manager has complete control
over all the aspects of the project (financial,
procurement, day-to-day governance, etc.).
• Resembles the structure of a small
company within a larger organisation.
• Project manager plays the managing director’s
role contracting for resources and driving the
project to achieve the project goal.
• The team manages the project from conception
to profitability.
• A project-based structure is one where teams
are created, undertake the work (e.g., internal
or external contracts) and are then dissolved.

14. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
14
Comparison of Functional and Cross-Functional Group
Perspective Functional teams Cross-functional teams
Skills and expertise Similar Varied
Work processes of
leaders and members
Compatible because of
similar backgrounds
Incompatible – leaders lack expertise to
guide all members
Communication Not inhibited by structural constraints
More potential conflict from diverse
perspectives
Leaders
Have technical or professional
authority – can act as supervisors
Lack technical authority – act as coaches,
coordinators, and facilitators
Problem-solving
Technically supervised, can be guided
by leaders’ expertise
Requires interdependent work processes
and personal commitment of team
members, creative in a way

15. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
15
Project Teams
in Organisations
➢ The nature of the work organisation is important
• Defines responsibility and authority
• Outlines reporting arrangements
• Determines the management overhead
• Sets the structure behind the organisational culture
• Determines group of stakeholders in project activities
➢ Features affecting the choice of project team
• Nature of the project
• Type of communication needs amongst team members
• Availability of required skills when executing project
15

16. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
16
Project Organisation & Structure

17. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
17
Project Organisation & Structure
ect
Management
(Adapted from PRINCE2)
Project
Management
Team
Directing – Project Board
Managing – Project Manager
Delivering – Team Manager
with Team Members

18. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
18
Project
Organisation
& Structure
18
- Project Board
• A project’s life begins with inception of an
idea generally by the Senior Management
termed as Project Board or Steering Group.
This group consists of:
1. An executive, representing business
interests
2. A senior user(s), representing users’
interests
3. A senior supplier(s), representing
suppliers’ interests
• The project board has the highest authority

19. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
19
Project
Organisation
& Structure
19
- Project Board: (1) The Executive
• Main person responsible for the project /
Single point of accountability
• Represents the business interests
• Owns the business case
• Supported by Senior User(s) and Senior
Supplier(s)
• Usually responsible for designing the Project
Management Team and appointing Project
Manger

20. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
20
Project
Organisation
& Structure
20
- Project Board: (2) The Senior User(s)
• Represents the user interests
• Responsible for the business specifications
• Specifies the user needs
• Check if the final product / service meets
the required specification
• Specifies the expected benefits at the start
of the project
• Reports to the Project Board on the
achieved benefits
• Their main concern “Will it Work?”

21. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
21
Project
Organisation
& Structure
21
- Project Board: (3) The Senior Supplier(s)
• Represents the interests of those designing, developing,
facilitating and implementing the project’s product
• Their main concern “Can it be done?”
• Ensure product / service is implemented within the
agreed time, cost and quality requirements

22. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
22
Project Organisation & Structure - Project Manager
▪ Runs the project on behalf of the Project Board on a day-to-day basis
▪ Responsible for producing the required products to the required quality
within the specified time and cost
Project
Manager
Line Management Cost Management
Communication
Management (70%)
Product vs project needs
Change management
User needs
Monitoring
Planning
Team work
Strategy
Quality
Product status

23. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
23

24. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
Project
Management
Skills for the
Digital Era
24

25. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management 25

26. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
26
Project
Organisation &
Structure
- Team Manager
• Ensure production of
products / services
• Reports to Project Manager
• Could be a separate person
or same person as Project
Manager
26

27. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
27
Characteristics of Project Team Structure in a Project Lifecycle
27
Category Likely Phase of Project Lifecycle Characteristics of Team Structure
Creative Planning
• High degree of autonomy to explore the
widest range of alternatives
• Independent
Tactical Doing
• Well-defined plan
• Clear role definitions and objectives
• Team members should have loyalty and a
sense of urgency
Problem-
Solving
Doing (when problem arises)
• Focus on problem resolution rather than pre-
determined conclusions
• People involved have the skills required
and have people sensitivity

28. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
28
Types of Project Teams vs Authority
28
Design of the organisational
context
Design of the team as a
performing unit
Monitoring and managing
performance processes
Executing the task
Area of Management
Responsibility
Area of Team
Responsibility
Manager-led
work teams
Self-
managing
work teams
Self-
designing
work teams
Self-
governing
work teams
(Hackman, 1987)

29. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
29
Types of Project
Teams vs Authority

30. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
30
- Chapter 1 Quiz
Discussions - Prepare
Source: https://www.linkedin.com/learning-
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31. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
31
Session Summary
• Project and Project Teams
• Project Teams
• Characteristic
• Types
• Organisation and Structure
31

32. Dr Nasrullah K. Khilji (MAMP, SFHEA) - Portfolio Leader AP and Senior Lecturer in Project Management
32
Further Reading -
References
Key Reading:
• Boddy, D., 2001. Managing projects: building and leading the team.
Recommended Readings:
• Hackman, J. R. 1987. The design of work teams. In J.W. Lorsch (Ed.),
Handbook of Organizational Behavior: Upper Saddle River, NJ:
Prentice Hall.
• MAYLOR, H. 2011. Project management. Pearson Education Ltd.
• Turley, F., 2010. An Introduction to PRINCE2®.
Management Plaza.