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Flashcards in Chapter 11 Deck (17):

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



Favorable 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 constant communication with each other


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


Establishing a Team Identity

Effective Use of Meetings
Co-location of team members
Creation of project team name
Team rituals


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


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


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


Project Team Pitfalls

Groupthink - Illusion of invulnerability, Stop looking at critical issues
Bureaucratic Bypass - Negative stereotypes – us v. them
Pressure & exclusion
Loss of perspective – taking on the perspective of the client – not distancing enough
Work arounds
Team infatuation – like a love relationship


Suggestions for Project Managers

Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
Realize that “what goes around comes around.”



During this initial stand member get acquainted with each other and understand the scope of the project



This stage is marked by a high degree of internal conflict. Members accept that they are part of a project group but resist the constraints that the project and group put on their individuality.



the third stage is one in which close relationships develop and the group deminstrates cohesiceness



The team operating structure at this point is fully functional and accepted



The last stage and wrapping up of the project.


Conducting Project Meetings

The first project team meeting
Establish ground rules
Planning Decisions
Tracking Decisions
Managing Change Decisions
Relationships Decisions
Managing Subsequent Project Meeting


Managing Dysfunctional Conflict

Mediate the conflict
Arbitrate the conflict
Control the conflict
Accept is
Eliminate the conflict