Project Management 2
RBS – BCom - Intake Jul 2021 / Semester 2
PA R T 3
U N I T 1 0 – T H E P RO J E C T M A N AGE R
UNIT 11 – THE PROJECT TEAM
U N I T 1 2 – P RO J E C T D O C U ME NTAT I O N
U N I T 1 3 - O RG A N I S AT I O N A L S T RU C T URE S
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Part 3 - Summary
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The Project Manager
PM Responsibilities:
Core Skills (Hard & Soft):
1.
Synthesis Approach – Mini CEO
1.
To the Parent Organization
2.
Facilitator & Generalist
2.
To the Project Team
3.
Technical Competence
3.
To the Customers / Stakeholders
4.
Managing (Planning, Organising and Controlling)
5.
Leading : Partnership with team
Two important people skills:
1.
Team Building
2.
Conflict Management
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How Project Manager leads?
Roles and Responsibilities
Challenges
Acquiring Adequate
Resources
• Lack of project
resources
• Tight Budget
• Inadequate HR
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Motivating &
Building Teams
• Conflict
• Project
Environment
Communicating &
Negotiating
• Top Management
Support
• Barriers to
Communications
• Stakeholder
(Conflicting)
interests
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Dealing with
obstacles
• Scope Creep
• Project vs Firms’
goals trade-offs
• Project Complexity
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Unit 11 – The Project Team
1.
Build The Project Team
2.
Develop Project Team – Tuckman’s Model
3.
High-Performing (Effective) Project Team
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Why do projects fail?
http://calleam.com/WTPF/ - Why Do Projects Fail?
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Activity 1: What comes to your mind when you hear the word team?
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Activity 1: What comes to your mind when you hear the word team?
Collaboration /
Co-operation
Interdependence
Trust
People
Synergy
Common Goal /
Vision
Conflict
Synergy
Accountability
Results /
Outcomes
Commitment
Leadership
Engagement
Cohesiveness
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What is a team?
‘‘An effective team is composed of a group of people who work
interdependently, who are flexible, committed to achieving common
objectives, work well together, produce high quality results and
enjoy it.’’
Verma, V. K. (1997) Managing the Project Team. Newtown Square, PA: Project Management Institute
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Effective team: Key points
▪People who are willing to work and depend on one another.
▪They are flexible in what they contribute personally, to changing requirements and conditions,
and in how they interact and support the other team members.
▪They have a common set of goals and objectives.
▪They need to work together well.
▪They produce high-quality results.
▪They enjoy their work – Passionate.
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The transformation process
Develop the team
Project Manager
Conflict
Resolution
Cohesiveness
Trust
Individual Difference
Characteristics of effective project teams
Effective Team
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•
•
•
•
Clear understanding of the project objective
Clear expectations of roles and responsibilities
High degree of cooperation and collaboration
High level of trust
Results orientation
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Steps in setting up a team
Project
Manager
Appointed
• Acquire
Project Team
• Project
Charter
• Kick-off
meeting
Project
Starts
Project
Closes
Develop Team
Disband Team
Stage 1: Forming
Tuckman’s
Model
Stage 2: Storming
Stage 3: Norming
Stage 4: Performing
Stage 5: Adjourning
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Steps in Building a Project Team
Stage
How / When
Tools / Method
Identify
necessary skill
sets
Complementary skills
Identify the
people with
required skills
•
Negotiation for
team members
•
•
Assemble / Onboard team
members
When or before project charter is being
written.
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•
Remarks
Project complexity
Outsource: Hire new people for the
project
Internal recruitment / train existing
staff
Talk to potential team members.
Negotiate with function heads
WBS
Cost benefit analysis
How long are services required?
Who choose the member?
What if resources are not available?
Notify top management.
Project kick-off meeting
One-to-one meeting
Responsibility Activity Matrix (RAM)
Clarify roles & responsibilities
When is the best time to on-board
(core) team members?
Project kick-off meeting agenda
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Develop Project Team
▪“Process of improving the competencies, team member interaction, and overall team
environment to enhance project performance.”
▪After team is created:
1.
It develops in a predictable – not random - manner.
2.
Several maturation stages.
3.
It develops by passing through distinct stages:
i.
ii.
iii.
4.
Duration of each stage varies for each team.
The process is dynamic.
The process can be accelerated.
One popular classic model of team development: The Tuckman model
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Stages of Team Development
Tuckman & Jensen (1977)1 : Addition of fifth stage:
Tuckman’s Model:
▪ In 1965, Four stages: Forming, Storming, Norming and
Performing
▪ Adjourning – Project is completed and team disbanded.
▪ Team members:
▪ Return to their functional departments.
▪ Or move on to another project.
Performing
Forming
Norming
Storming
Reference:
1. B. W. Tuckman, and M. A. Jensen. “Study of Small Group Development
Revisited.” Group and Organizational Studies (1977).
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Stages of Group Development
Stage
Characteristics
PM / Team Leader role vis a vis team members
Forming
Members get to know one another and lay the basis for
project and team ground rules
Provides direction and structure.
Establish standards of behaviour
Provide time to members to get acquainted.
Storming
Conflict begins as team members begin to resist
authority and demonstrate hidden agendas and
prejudices
Empower team, encourage participation in problem solving
Conflict resolution (Note: Positive conflict is good for the
project advancement.)
Provide supportive environment
Norming
Members agree on operating procedures and seek to
work together, develop closer relationships and commit
to project development process
Focus on unity
Help to clarify team norms & values
Takes on a more supportive role and minimize directiveness.
Recognition to team for progress
Members work together to accomplish their tasks
Delegates full responsibility and authority
Emphasize on managing high task performance
Acts as a mentor, supporting growth and development.
(A norm is an
unwritten rule of
behaviour)
Performing
How is the above model useful to the PM and team members?
•
The PM should be aware of how team members feel and how they behave at each stage.
•
It provides the members with a framework to understand their own development.
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Stages of Team Development
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Tuckman’s Model: Key points
1. Teams tend to progress in the order listed above
2. Team can get stuck in one or more of the phases.
3. Team can back track to an earlier phase.
4. Team (if they have worked together before) can skip one or more phases.
Optional reading: If you want to carry out research on alternative models of team development:
• The Punctuated Equilibrium Model of Group Development: Gersick’s research suggests that groups
don’t develop in a universal sequence of stages as suggested by the five-phase model.
Reference: Connie J. Gersick, “Time and Transition in Work Teams: Toward a New Model of Group Development,” Academy of Management Journal, vol. 31, no.
1 (March 1988), pp. 9–41; and Connie J. Gersick, “Making Time Predictable Transitions in Task Groups,” Academy of Management Journal, vol. 32, no. 2 (June
1989), pp. 274–309.
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Key Message and Review Questions?
▪The effectiveness, or lack thereof, of the project team can make the difference between project success
and project failure.
▪It is not the team which is important but what the team accomplishes (outcomes / results).
1.
What are some of the challenges / barriers with managing virtual* project teams? How would the
project manager overcome some of these barriers?
2.
Identify the stages of group development. Why is it necessary for project teams to move through
these stages in order to be productive?
3.
List the factors that characterize high-performing / effective teams and give examples of each one.
•
Virtual team (geographically dispersed) : Involve use of electronic media - the Internet, e-mail, and tele / video conferencing- to link
together members of a project team that are not collocated in the same physical place.
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References
1.
Gido J. and Clements J.P. (2015) Successful Project Management. 6ed
2.
Pinto J.K. Project (2020) Project Management: Achieving Competitive Advantage. 5ed
3.
Kloppenborg T.J., Anantatmula V. & Wells K.N. (2019) Contemporary Project Management. 4ed
4.
Daft R.L. and Benson A. (2016) Management. First Edition.
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