CHAPTER ELEVEN Managing Project Teams Copyright 2014 Mc
![CHAPTER ELEVEN Managing Project Teams Copyright © 2014 Mc. Graw-Hill Education. All Rights Reserved. CHAPTER ELEVEN Managing Project Teams Copyright © 2014 Mc. Graw-Hill Education. All Rights Reserved.](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-1.jpg)
![Where We Are Now 11– 2 Where We Are Now 11– 2](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-2.jpg)
![High-Performing Teams • Synergy – 1 + 1 =10 (positive synergy) – 1 + High-Performing Teams • Synergy – 1 + 1 =10 (positive synergy) – 1 +](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-3.jpg)
![The Five-Stage Team Development Model FIGURE 11. 1 11– 4 The Five-Stage Team Development Model FIGURE 11. 1 11– 4](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-4.jpg)
![Conditions Favoring Development of High Performance Project Teams • Ten or fewer team members Conditions Favoring Development of High Performance Project Teams • Ten or fewer team members](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-5.jpg)
![The Punctuated Equilibrium Model of Group Development FIGURE 11. 2 11– 6 The Punctuated Equilibrium Model of Group Development FIGURE 11. 2 11– 6](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-6.jpg)
![Creating a High-Performance Project Team FIGURE 11. 3 11– 7 Creating a High-Performance Project Team FIGURE 11. 3 11– 7](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-7.jpg)
![Building High-Performance Project Teams • Recruiting Project Members – Factors affecting recruiting • Importance Building High-Performance Project Teams • Recruiting Project Members – Factors affecting recruiting • Importance](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-8.jpg)
![Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-9.jpg)
![Norms of High-performance Teams • Confidentiality is maintained; no information is shared outside the Norms of High-performance Teams • Confidentiality is maintained; no information is shared outside the](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-10.jpg)
![Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-11.jpg)
![Requirements for an Effective Shared Vision FIGURE 11. 4 11– 12 Requirements for an Effective Shared Vision FIGURE 11. 4 11– 12](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-12.jpg)
![Managing Project Reward Systems • Group Rewards – Who gets what as an individual Managing Project Reward Systems • Group Rewards – Who gets what as an individual](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-13.jpg)
![Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up 11– 14 Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up 11– 14](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-14.jpg)
![Managing Conflict within the Project Team • Encouraging Functional Conflict – – Encourage dissent Managing Conflict within the Project Team • Encouraging Functional Conflict – – Encourage dissent](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-15.jpg)
![Sources of Conflict over the Project Life Cycle FIGURE 11. 5 11– 16 Sources of Conflict over the Project Life Cycle FIGURE 11. 5 11– 16](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-16.jpg)
![Rejuvenating the Project Team • Informal Techniques – – Institute new rituals. Take an Rejuvenating the Project Team • Informal Techniques – – Institute new rituals. Take an](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-17.jpg)
![Managing Virtual Project Teams • Challenges: – Developing trust • Exchange of social information. Managing Virtual Project Teams • Challenges: – Developing trust • Exchange of social information.](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-18.jpg)
![24 -Hour Global Clock FIGURE 11. 6 11– 19 24 -Hour Global Clock FIGURE 11. 6 11– 19](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-19.jpg)
![Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-20.jpg)
![Key Terms Brainstorming Dysfunctional conflict Functional conflict Groupthink Nominal group technique (NGT) Positive synergy Key Terms Brainstorming Dysfunctional conflict Functional conflict Groupthink Nominal group technique (NGT) Positive synergy](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-21.jpg)
![Celebration Task Force Agenda FIGURE C 11. 1 11– 22 Celebration Task Force Agenda FIGURE C 11. 1 11– 22](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-22.jpg)
- Slides: 22
![CHAPTER ELEVEN Managing Project Teams Copyright 2014 Mc GrawHill Education All Rights Reserved CHAPTER ELEVEN Managing Project Teams Copyright © 2014 Mc. Graw-Hill Education. All Rights Reserved.](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-1.jpg)
CHAPTER ELEVEN Managing Project Teams Copyright © 2014 Mc. Graw-Hill Education. All Rights Reserved. Power. Point Presentation by Charlie Cook
![Where We Are Now 11 2 Where We Are Now 11– 2](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-2.jpg)
Where We Are Now 11– 2
![HighPerforming Teams Synergy 1 1 10 positive synergy 1 High-Performing Teams • Synergy – 1 + 1 =10 (positive synergy) – 1 +](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-3.jpg)
High-Performing Teams • Synergy – 1 + 1 =10 (positive synergy) – 1 + 1 = 2 (negative synergy) • Characteristics of High-performing Teams 1. 2. 3. 4. 5. 6. 7. 8. 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 Set high personal performance standards Identify with the team 11– 3
![The FiveStage Team Development Model FIGURE 11 1 11 4 The Five-Stage Team Development Model FIGURE 11. 1 11– 4](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-4.jpg)
The Five-Stage Team Development Model FIGURE 11. 1 11– 4
![Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Conditions Favoring Development of High Performance Project Teams • Ten or fewer team members](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-5.jpg)
Conditions Favoring 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 solely to the project manager • All relevant functional areas are represented on the team • The project involves a compelling objective • Members are in close communication with each other 11– 5
![The Punctuated Equilibrium Model of Group Development FIGURE 11 2 11 6 The Punctuated Equilibrium Model of Group Development FIGURE 11. 2 11– 6](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-6.jpg)
The Punctuated Equilibrium Model of Group Development FIGURE 11. 2 11– 6
![Creating a HighPerformance Project Team FIGURE 11 3 11 7 Creating a High-Performance Project Team FIGURE 11. 3 11– 7](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-7.jpg)
Creating a High-Performance Project Team FIGURE 11. 3 11– 7
![Building HighPerformance Project Teams Recruiting Project Members Factors affecting recruiting Importance Building High-Performance Project Teams • Recruiting Project Members – Factors affecting recruiting • Importance](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-8.jpg)
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 • Lesser Familiarity 11– 8
![Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-9.jpg)
Project Team Meetings Managing Subsequent Meetings Relationship Decisions Managing Change Decisions Establishing Ground Rules Conducting Project Meetings Planning Decisions Tracking Decisions 11– 9
![Norms of Highperformance Teams Confidentiality is maintained no information is shared outside the Norms of High-performance Teams • Confidentiality is maintained; no information is shared outside the](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-10.jpg)
Norms of High-performance Teams • Confidentiality is maintained; no information is shared outside the team unless all agree to it. • It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached. • There is zero tolerance for bulling a way through a problem or an issue. • Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward. • Respect outsiders, and do not flaunt one’s position on the project team. • Hard work does not get in the way of having fun. 11– 10
![Establishing a Team Identity Effective Use of Meetings Colocation of team members Creation of Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-11.jpg)
Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals 11– 11
![Requirements for an Effective Shared Vision FIGURE 11 4 11 12 Requirements for an Effective Shared Vision FIGURE 11. 4 11– 12](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-12.jpg)
Requirements for an Effective Shared Vision FIGURE 11. 4 11– 12
![Managing Project Reward Systems Group Rewards Who gets what as an individual Managing Project Reward Systems • Group Rewards – Who gets what as an individual](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-13.jpg)
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 • Public recognition for outstanding work • Desirable job assignments • Increased personal flexibility 11– 13
![Orchestrating the DecisionMaking Process Problem Identification Generating Alternatives Reaching a Decision Followup 11 14 Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up 11– 14](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-14.jpg)
Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up 11– 14
![Managing Conflict within the Project Team Encouraging Functional Conflict Encourage dissent Managing Conflict within the Project Team • Encouraging Functional Conflict – – Encourage dissent](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-15.jpg)
Managing Conflict within 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 devil’s advocate. Ask the team to consider an unthinkable alternative • Managing Dysfunctional Conflict – – – Mediate the conflict. Arbitrate the conflict. Control the conflict. Accept the conflict. Eliminate the conflict. 11– 15
![Sources of Conflict over the Project Life Cycle FIGURE 11 5 11 16 Sources of Conflict over the Project Life Cycle FIGURE 11. 5 11– 16](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-16.jpg)
Sources of Conflict over the Project Life Cycle FIGURE 11. 5 11– 16
![Rejuvenating the Project Team Informal Techniques Institute new rituals Take an Rejuvenating the Project Team • Informal Techniques – – Institute new rituals. Take an](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-17.jpg)
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. • Formal Techniques – Hold a 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. 11– 17
![Managing Virtual Project Teams Challenges Developing trust Exchange of social information Managing Virtual Project Teams • Challenges: – Developing trust • Exchange of social information.](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-18.jpg)
Managing Virtual Project Teams • Challenges: – Developing trust • Exchange of social information. • Set clear roles for each team member. – Developing effective patterns of communication. • Keep team members informed on how the overall project is going. • Don’t let team members vanish. • Establish a code of conduct to avoid delays. • Establish clear norms and protocols for surfacing assumptions and conflicts. • Share the pain. 11– 18
![24 Hour Global Clock FIGURE 11 6 11 19 24 -Hour Global Clock FIGURE 11. 6 11– 19](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-19.jpg)
24 -Hour Global Clock FIGURE 11. 6 11– 19
![Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-20.jpg)
Project Team Pitfalls Groupthink Bureaucratic Bypass Syndrome Going Native Team Spirit Becomes Team Infatuation 11– 20
![Key Terms Brainstorming Dysfunctional conflict Functional conflict Groupthink Nominal group technique NGT Positive synergy Key Terms Brainstorming Dysfunctional conflict Functional conflict Groupthink Nominal group technique (NGT) Positive synergy](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-21.jpg)
Key Terms Brainstorming Dysfunctional conflict Functional conflict Groupthink Nominal group technique (NGT) Positive synergy Project kickoff meeting Project vision Team building Team rituals Virtual project team 11– 21
![Celebration Task Force Agenda FIGURE C 11 1 11 22 Celebration Task Force Agenda FIGURE C 11. 1 11– 22](https://slidetodoc.com/presentation_image_h/811a21c4c7fb3f16d226ae0a5b317a04/image-22.jpg)
Celebration Task Force Agenda FIGURE C 11. 1 11– 22
Understanding groups and managing work teams
Copyright 2014 pearson education inc
Chapter 10 motivating and satisfying employees and teams
Is the individual internal process that energizes directs
Unit 6 managing a successful business project
Managing a successful business project assignment
Unit 6 managing a successful business project
Unit 6 managing a successful business project
Identifying and managing project risk tom kendrick
Directing and managing project execution
Chapter 1 managing risk when driving
Chapter 8 managing stress and anxiety
Chapter 4 managing stress and coping with loss
When a person continually looks all around the scene
Chapter 8 managing distractions answers
Chapter 6 managing weight and body composition
When you apply the ipde process
What is the ipde process
Chapter 4 lesson 2 managing stress
Chapter 4 managing risk with the ipde process
Chapter 4 managing in a global environment
Chapter 18 managing anxiety
Chapter 17 managing personal finances