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Selected Topics in Project The Project
Team
&
Conflict Management
Dr Marc Conrad
http://perisic.com/stpm
Marc Conrad
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PMBOK Processes in Human Resources
9.1 Plan Human Resource Management: Identifying and
documenting project roles, responsibilities and reporting
relationships, as well as create the Human Resource
Management Plan.
9.2 Acquire Project Team: Obtaining the human
resources needed to complete the project.
9.3 Develop Project Team: Developing individual and
group competencies to enhance project performance.
9.4 Manage Project Team: Tracking individual and team
performance, provide feedback, resolve issues and
coordinate changes to enhance project performance.
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Responsibility Assignment Matrix
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Start with WBS and apply people to tasks.
Various formats exist to document team member roles
and responsibilities, the most common form is the
 Responsibility Assignment Matrix; also called RACI
matrix: Responsible; Accountable; Consulted;
Informed.
 (Example from http://www.cvr-it.com below)
Project RAM Detail
Project Name:
Project Manager:
Instructions:
> Enter the names and roles of your project team along the top
> Modify the WBS Activities list to fit your project
> Enter a Responsib ility code (see Definitions tab ) for each person and activity
> Insert more rows as needed
> See the Example tab
<--- Stakeholders --->
WBS Activities
Person 1
Role
Person 2
Role
Person 3
Role
etc.
Initiation (Concept Phase)
Project Request
Define Mission, Objectives,
Deliverables
Project Organization
Cost Estimate
Risk Assessment
Justification statement
Develop Project Charter
Planning Phase
RFP Development
Vendor Selection
Scope Statement
WBS
Project Schedule
Communications Plan
Project Budget
Quality Plan
Use Case Analysis
Specifications
Architecture
Design
Prototypes
Test Plan
Construction (Execution Phase)
Product Development
Quality Control (e.g. testing)
Quality Assurance
Documentation
Training development
Configuration Management
Testing / Rollout Phase
System testing
Rollout
User training
Project Close
Lessons Learned
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What to do with the Project Team?
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Understand cultural diversity
Motivate
Develop
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Hofstede’s Cultural Dimensions
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Geert Hofstede describes culture by five dimensions:
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Power Distance Index (PDI)
Individualism (IDV)
Masculinity (MAS)
Uncertainty Avoidance Index (UAI)
Long-Term Orientation (LTO)
Details: http://www.geert-hofstede.com/
Apply Hofstede to individuals:
 Project teams may suffer from cultural tensions.
 Project teams my benefit from different cultural
perspectives.
 Culture is not ethnic origin!
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Motivation – How to Motivate People?
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Intrinsic vs. Extrinsic Motivation
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Maslow’s Hierarchy of Needs (1950)
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physiological, safety, social, esteem, self-actualization
Herzberg’s Motivation-Hygiene Theory (1966)
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Doing something for enjoyment vs. doing something for a
reward.
motivational factors (e.g. recognition) vs. hygiene factors (e.g.
salary)
McGregor’s Theory X and Theory Y (1960)
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Theory X: People dislike and avoid work
Theory Y: Work is natural (as play or rest)
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Develop Project Team
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Two objectives:
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Improve the skills of individual team members
in order to increase their ability to complete
project activities.
Improve feelings of trust and cohesiveness
among team members in order to raise
productivity through greater teamwork.
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Tools & Techniques
 General management skills
 Training
 Team-building activities
 Ground rules
 Co-location
 Recognition and rewards
 Personal assessment tools
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Develop Project Team
Tools & Techniques (1)
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General Management Skills
 Soft skills (e.g. ability to solve conflicts).
 Disciplinary actions.
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See “Conflict Resolution” on slide 12.
Training
 E.g. classroom, online, computer-based, onthe-job training from another project team
member, mentoring, and coaching.
 Note that developing skills is part of the
project work.
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Develop Project Team
Tools & Techniques (2)
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Team-Building Activities
 Vary from a five-minute agenda item in a statues
review meeting to an off-site, professionally
facilitated experience designed to improve
interpersonal relationships.
 Build trust and establish good working
relationships.
 Are particularly valuable when team members
operate electronically from remote locations.
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10 Develop Project Team
Tools & Techniques (3)
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Ground Rules
 Establish clear expectations regarding acceptable
behaviour by project team members.
 Decreases misunderstandings and increases
productivity.
Co-Location
 Places team members in the same physical location.
 Can be temporary, at strategically important times
during the project.
 May include a meeting room (with coffee machine).
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Develop Project Team
Tools & Techniques (4)
Recognition and Rewards
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Reward only desirable behaviour (e.g. do not
reward work overtime when this is result of poor
planning).
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Win-lose rewards (“team member of the month”)
can spoil team cohesiveness.
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Cultural differences, e.g. team rewards in a highly
individualistic context may be difficult.
Personal Assessment Tools
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May include questionnaires, software, etc.
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Conflict Resolution Strategies
According to Robert Blake and Jane Mouton (1964)
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Confrontation
Compromise
Smoothing
Forcing
Withdrawal
smoothing
Importance of
Relationship
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confrontation
compromise
withdrawal
forcing
Importance of Task
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Methods of Conflict Resolution
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Confrontation
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Compromise
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De-emphasizing areas of differences.
Forcing
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Give-and-take approach to bring some degree of
satisfaction to all the parties.
Smoothing
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Directly facing a conflict with focus on a win-win
problem-solving approach. Most effective method.
Win-lose approach.
Withdrawal
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To withdraw from an actual or potential
disagreement. Least desirable method.
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Key Topics
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Responsibility Assignment Matrix for
Planning
Team Development:
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Culture, Motivation, Coherence, Skills
Conflict Resolution
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