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12. 4KF3 Ch. 11 Managing Project Teams.docx

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Department
Commerce
Course
COMMERCE 4KF3
Professor
Steve Way
Semester
Fall

Description
Chapter 11: Managing Project Teams 4KF3 Lecture Notes High Performing Team Characteristics  Common purpose  Recognize and identify individual talents  Balanced roles  Focus on problem solving, not conflict  Encourage free expression of opinions  Encourage risk taking and creativity  Individuals set high standards  Individuals identify with team Five-Stage Team Development Model Change Management Revisited The J Curve*** Page 1 of 10 Chapter 11: Managing Project Teams 4KF3 The Plateau The Cliff The Valley Page 2 of 10 Chapter 11: Managing Project Teams 4KF3 The Ascent The Mountaintop Situational Factors Affecting High Performance Team Development  Number of team members  Volunteers  Beginning to End  Full‐time  Organizational culture of cooperation/trust  Sole reporting structure  Functional representation  Compelling project objective  Close proximity Page 3 of 10 Chapter 11: Managing Project Teams 4KF3 Building High Performance Teams Recruiting Project Team Members  Problem‐solving ability  Availability  Technological expertise  Credibility  Political connections  Ambition, initiative, and energy Conducting Project Meetings  Project Kick‐Off Meeting – Establish ground rules – Planning decisions – Tracking decisions – Managing Change decisions – Relationship decisions  Manage Subsequent Meetings Establish Team Identity  Effective use of meetings  Co‐location of team members  Creation of project team name  Do something together early on  Team rituals Page 4 of 10 Chapter 11: Managing Project Teams 4KF3 Create Shared Vision Managing Project Rewards  Letters of commendation  Public recognition  Job assignments  Flexibility Orchestrating the Decision-Making Process  Problem Identification  Generating Alternatives  Reaching a decision  Follow-Up Managing Conflict within the Project  Encourage functional conflict  Manage dysfunctional conflict – Mediation, Arbitration, Control, Accept, Eliminate Managing Virtual Teams  Understand communication methods – When to email, use forums, videoconference, conference calls, fly, etc.  Keep team members informed  Don’t let team members vanish  Establish code of conduct to avoid delays  Establish protocols for assumptions and conflicts  Share the pain Project Team Pitfalls  Groupthink – Illusion of invulnerability – Whitewash critical thinking Page 5 of 10 Chapter 11: Managing Project Teams 4KF3 – Negative stereotypes of outsiders – Direct pressure  Bureaucratic Bypass Syndrome  Team Infatuation  Going Native Reading Notes Introduction  Synergy: the whole is greater than the sum of its parts o Negative synergy – the whole is less than the sum of its parts  Characteristics of Positive Synergy: o Team shares a common purpose and each member is willing to work to achieve o Team identifies individual talents and uses them o Roles are balanced and shared o Team exerts energy toward problem solving o Differences of opinion are encouraged o Mistakes are treated as opportunities for learning o Members set high personal standards o Members identify with the team and consider it to be a source of growth for them The Five-Stage Team Development Model Forming  Members get acquainted and try to understand scope of project  Ground rules Storming  Internal conflict  Power struggle Norming  Close relationships develop and the group demonstrates cohesiveness Performing  Team operating structure is fully functional  Accomplishing goals Adjourning  Project wrap-up  Responses vary Situational Factors Affecting Team Development  High performance teams are much more likely to develop under the following conditions: o There are 10 or fewer members per team o Members volunteer to serve on team o Members serve from beginning to end o Members are assigned to project full time o Members are part of an organization culture than fosters cooperation and trust o Members report solely to project manager o All functional areas are represented on the team o The project involves a compelling objective o Members are located within conversational distance of each other Page 6 of 10 Chapter 11: Managing Project Teams 4KF3 Building High Performance Teams  Recruit members o Two important factors affecting recruitment are the importance of the project and the management structure being used to complete the project o Considerations:  Look for individuals with the necessary experience and knowledge/technical skills  Problem-solving ability  Availability  Technological expertise  Credibility  Political connections  Ambition, initiative, and energy o Managers should try to figure this out through the grapevine o Managers should not reveal how different members of the team were selected  Conduct meetings o Project kick-off meeting: critical to the early functioning of the team  Three objectives:  Provide an overview of the project  Begin to address some interpersonal concerns  Begin to model how the team is going to work together to complete the project  Could be held off-site o Establishing ground rules o Planning decisions o Tracking decisions o Managing change decisions o Relationship decisions o Norms of high performance teams:  Confidentiality is maintained  It is acceptable to be in trouble but not to surprise others  Zero tolerance for bullying  Agree to disagree  Respect outsiders  Hard work does not get in the way of having fun o Once a group is cohesive, it will police itself o Managing subsequent project meetings  Start meetings on time  Prepare an agenda and review beforehand  Identify an adjournme
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