Project Management 7. Managing Teams Week 7 CP829 IT Project Management 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 â 1) / 2 Fred Brooks The Mythical Man-Month Group Intercommunication Formula n(n â 1) / 2 Examples Fred Brooks The Mythical Man-Month Group Intercommunication Formula n(n â 1) / 2 Examples 5 developers -> 5(5 â 1) / 2 = 10 channels of communication Fred Brooks The Mythical Man-Month Group Intercommunication Formula n(n â 1) / 2 Examples 5 developers -> 5(5 â 1) / 2 = 10 channels of communication 10 developers -> 10(10 â 1) / 2 = 45 channels of communication Fred Brooks The Mythical Man-Month Group Intercommunication Formula n(n â 1) / 2 Examples 5 developers -> 5(5 â 1) / 2 = 10 channels of communication 10 developers -> 10(10 â 1) / 2 = 45 channels of communication 50 developers -> 50(50 â 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 Tuckmanâs 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 âDo we have enough of the right kind of people?â 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. âProject Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?â (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/ Team Development contâd⦠Reward and Recognition Systems contâd⦠Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility 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 Maslowâs hierarch of needs Herzbergâs motivation-hygiene McClellandâs acquired-needs McGregorâs X and Y Maslowâs Hierarchy of Needs (1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that peopleâs 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 Maslowâs Hierarchy of Needs http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/ Hertzbergâs 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) McClellandâs Acquired-Needs Theory (1961) David McClelland proposed an individualâs specific needs are acquired or learned over time and shaped by life experiences. Categories: achievement affiliation power McGregorâs Theory X and Theory Y In the 1960âs 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 Wilemonâs influence bases (1970âs) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authority assignment budget promotion money penalty work challenge expertise friendship Steven Coveyâs 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 Coveyâs 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 Know the conditions favorable for development of high performing teams 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 Meetings? A brief diversion into Management and Meetings Donât waste my time Conducting Project 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 Figure 11.4 Requirements for an Effective Project Vision (Gray & Larson, 2006, p357) Orchestrating the Decision-Making Process 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 donât 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 devilâs 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 devilâs 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 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. PMâs 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 (4th 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+ Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Forming: first stage in team, development, characterized by much uncertainty Storming: second stage in team development characterized by intra-team conflict Norming: third stage in team development, characterized by close relationships and cohesiveness Performing: fourth stage in team development, when the team is fully functional Adjourning: final stage in team development for temporary teams, characterized by concern with wrapping up activities rather than task performance Use of project teams: Manage problems: reduce cots and improve Use of project teams: Manage problems: reduce cots and improve Myers-Briggs Type Indicator (MBTI) and Project Management Most suited for project leadership: 100 percent: INTJ, ENTJ, ISTJ, ESTJ 50 percent: INTP, ENTP, ENFP, ENFJ Best suited as followers: 100 percent: INFJ, ISFJ 50 percent: INTP, ENTP, ENFP, ENFJ, ESFJ Not suited for project work: 100 percent: INFP, ISFP, ESFP, ISTP 50 percent: ENFP, ESTP Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness: drivers expressive analytical amiable People on opposite corners (drivers and amiable, analytical and expressive) may have difficulty getting along Motivation: 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 Maslowâs hierarchy of needs: (1960âs) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950âs is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslowâs hierarchy of needs, states that peopleâs behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiloogical needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological â includes hunger, thirst, shelter, sex and other bodily needs. Safety â includes security and protection from physical and emotional harm. Social â includes affection, belongingness, acceptance and friendship. Esteem â includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization â represented by the drive to become what one is capable of becoming; includes growth, achieving oneâs potential and self-fulfillment. To motivate project team members, the project manager needs to understand each personâs motivation, especially with regard to social, esteem, and self-actualization or growth needs. Maslowâs hierarchy of needs: (1960âs) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950âs is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslowâs hierarchy of needs, states that peopleâs behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological â includes hunger, thirst, shelter, sex and other bodily needs. Safety â includes security and protection from physical and emotional harm. Social â includes affection, belongingness, acceptance and friendship. Esteem â includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization â represented by the drive to become what one is capable of becoming; includes growth, achieving oneâs potential and self-fulfillment. To motivate project team members, the project manager needs to understand each personâs motivation, especially with regard to social, esteem, and self-actualization or growth needs. Herzbergâs motivation-hygiene theory: Motivation factors Achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction Hygiene factors Cause dissatisfaction if not present, but do not motivate workers to do more. Examples include larger salaries, more supervision, and a more attractive work environment In his books and articles, Herzberg explained why attempts to use positive factors such as reducing time spent at work, upward spiraling wages, offering fringe benefits, providing human relations and sensitivity training, and so on did not instill motivation. He argued that people want to actualize themselves. They need stimuli for their growth and advancement needs in accordance with Maslowâs hierarchy of needs. Maslowâs hierarchy of needs: (1960âs) Abraham Maslow a highly respect psychologist who rejected the dehumanizing negativism of psychology in the 1950âs is best known for developing a hierarchy of needs. Maslow argued humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny. Maslowâs hierarchy of needs, states that peopleâs behaviors are guided or motivated by a sequence of needs. At the bottom of the hierarchy are physiological needs. Once physiological needs are satisfied, safety needs guide behavior. Once safety needs are satisfied social needs come to the forefront, and so on. Maslow suggests that each level of the hierarchy is a prerequisite of the levels above. Eg. In an emergency situation, such as flood or hurricane, are not going to worry about personal growth. Personal survival will be their main motivation. Once a particular need is satisfied, however it no longer serves a a potent motivator of behavior. Notice that each layer in the pyramid is smaller than the previous layer. The issues in each level are of greater value than tissues in the preceding level, which presumably have been satisfied. The needs consisted of: Physiological â includes hunger, thirst, shelter, sex and other bodily needs. Safety â includes security and protection from physical and emotional harm. Social â includes affection, belongingness, acceptance and friendship. Esteem â includes internal esteem and ego factors such as self-respect, autonomy and achievement; and external esteem factors such as status, recognition and attention. Self-actualization â represented by the drive to become what one is capable of becoming; includes growth, achieving oneâs potential and self-fulfillment. To motivate project team members, the project manager needs to understand each personâs motivation, especially with regard to social, esteem, and self-actualization or growth needs. McClellandâs Acquired-Needs Theory The main categories of acquired needs include achievement, affiliation, and power (normally one or two of these needs will be dominant in individuals) Achievement People with a high need for achievement seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback. Affiliation People with a high need for affiliation desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction. Power People with a need for power desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy. People who need institutional power or social power want to organize others to further the goals of the organization McGregorâs Theory X and Theory Y Theory X: assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives. Theory Y: assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs. Theory Z: introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values (1970s) Thamhain and Wilemon Many people working on a project do not report directly to project managers, and project managers often do not have control over project staff who report to them. HJ Thamhain and DL Wilemon investigated the approaches project managers use to deal with workers and how those approaches relate to project success. They identified nine influence bases available to project managers; Authority â the legitimate hierarchical right to issue orders Assignment â the project managerâs perceived ability to influence a workerâs later work assignments Budget â the project managerâs perceived ability to authorize othersâ use of discretionary funds Promotion â the ability to improve a workerâs position Money â the ability to increase a workerâs pay and benefits Penalty â the project managerâs perceived ability to dispense or cause punishment Work challenge â the ability to assign work that capitalizes on a workerâs enjoyment of doing a particular task, which taps an intrinsic motivational factor Expertise â the project managerâs perceived special knowledge that others deem important Friendship â the ability to establish friendly personal relationships between the project manager and others (1980s) Stephen Coveyâs Stephen Covey, author of the 1980 book, The 7 habits of highly effective people, expanded work done by Maslow, Herzberg, and others to develop an approach for helping people and teams become more effective. Project managers can apply Coveyâs seven habits to improve effectiveness on projects as follows; Be proactive â Covey like Maslow believes that people have the ability to be proactive and choose their responses to different situations. Project managers must be proactive and anticipate and plan for problems and inevitable changes on projects. Begin with the end in mind â Covey suggests that people focus on their values, what they really want to accomplish, and how they really want to be remembered in their lives. He suggests writing a mission statement to help achieve this habit. Put first things first â Covey developed a time management system and matrix to help people prioritize their time. He suggests that most people need to spend more time doing things that are important, but not urgent. Important but not urgent activities include; planning, reading and exercising. Project managers need to spend a lot of time working on important and not urgent activities such as developing the project plan. Think win/win â Covey presents several paradigms of interdependence, with think win/win being the best choice in most situations. When you use a win/win paradigm, parties in potential conflict work together to develop new solutions that make them all winners. Seek first to understand then to be understood â Empathic listening is listening with the intent to understand. It is even more powerful than active listening because you forget your personal interests and focus on truly understanding the other person. Synergize â In projects, a project team can synergize by creating collaborative products that are much better than a collection of individual efforts. Covey also emphasizes the importance of valuing differences in other to achieve synergy. Eg. Data General researchers created a new 32-bit super minicomputer in the 1970s using synergistic efforts. Sharpen the saw â take time to renew yourself physically, spiritually, mentally and socially. Empathic Listening and Rapport Good project managers are empathic listeners with the intent to understand Before you can communicate with others, you have to have rapport (Mirroring eg. breathing, voice tempo) IT professionals often need to develop empathic listening and other people skills to improve relationships with users and other stakeholders