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Project Management 7. Managing Teams
Week 7
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[object Object],Teamwork
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[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],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 ,[object Object],[object Object]
Fred Brooks The Mythical Man-Month ,[object Object],[object Object],[object Object]
Fred Brooks The Mythical Man-Month ,[object Object],[object Object],[object Object],[object Object]
Fred Brooks The Mythical Man-Month ,[object Object],[object Object],[object Object],[object Object],[object Object]
Fred Brooks The Mythical Man-Month ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Characteristics of  High Performing Teams
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[object Object]
[object Object]
[object Object]
[object Object]
Diverse backgrounds and experience
[object Object]
[object Object]
Figure 1  Characteristics or needs of effective teams ( Horodyski, 1995 , p12)
[object Object]
Why do people want to join teams?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why do teams work well for organizations?
[object Object]
[object Object],Project team
[object Object]
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)
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[object Object],[object Object]
[object Object],[object Object],[object Object]
Figure 11.2  The Punctuated Equilibrium Model of Group Development ( Gray & Larson, 2006 , p346)
[object Object],Training The main goal of team development is to help people work together more effectively to improve project performance.
[object Object]
MBTI ,[object Object]
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
[object Object],[object Object],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?” ,[object Object]
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 ,[object Object],[object Object],Assertiveness Responsiveness
Another model Analytical Driver Amiable Expressive Responsiveness Assertiveness Ask Tell People Task
[object Object],[object Object],[object Object],[object Object]
http://www.flickr.com/photos/hi-phi/1100036300/
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Team Development   cont’d…
[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object],Motivation
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Maslow’s Hierarchy of Needs http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
[object Object],[object Object],[object Object],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)
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
http://www.provenmodels.com/20/theory-x-&-y/mcgregor
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[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Develop your team
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Develop your team
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Know the conditions favorable for development of high performing teams
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A brief diversion into Management and Meetings
 
 
 
 
[object Object]
Conducting Project Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing  Subsequent Meetings
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Recruiting Project Members
Figure 11.32  Creating a High-Performance Project Team ( Gray & Larson, 2006 , p348)
[object Object],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)
[object Object],Problem Identification Generating Alternatives Reaching a Decision Follow-up
Rejuvenating the Project Team ,[object Object],[object Object],[object Object],[object Object],[object Object]
Rejuvenating the Project Team ,[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 11.6  24-Hour Global Clock ( Gray & Larson, 2006 , p369)
[object Object]
Managing Conflict in the Project Team
Managing Conflict in the Project Team ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Conflict in the Project Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
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 ,[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object]
BetterProjects.net ,[object Object]
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+

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