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Lecture Modern project management: Chapter 10 - Norman R. Howes

This chapter is based on the premise that one of the keys to being an effective project manager is building cooperative relationships among different groups of people to complete projects. Project success does not just depend on the performance of the project team. | Managing Project Teams Chapter 11 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-Performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team The Five-Stage Team Development Model FIGURE 11.1 Conditions Favorable to the Development of High Performance Project Teams Ten or fewer team members 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 All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other The Punctuated Equilibrium Model of Group Development | Managing Project Teams Chapter 11 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-Performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team The Five-Stage Team Development Model FIGURE 11.1 Conditions Favorable to the Development of High Performance Project Teams Ten or fewer team members 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 All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other The Punctuated Equilibrium Model of Group Development FIGURE 11.2 Creating a High-Performance Project Team FIGURE 11.3 Building High-Performance Project Teams Recruiting Project Members 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 Project Team Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals Requirements for an Effective Shared Vision FIGURE 11.4 Managing Project Reward Systems Group Rewards Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance? Letters of commendation .