Leading and Managing Project Teams

Leading and Managing Project Teams

1. Acquire a Project Team

   • “the process of confirming human resource availability and obtaining the team necessary to complete project assignments.
   • Preassignment of Project Team Members
     • People often do not like to be told what they must do, but are often enthusiastic when they help create a plan
     • When the people who will perform the work help to plan it, many more details may be considered and the resulting plans are often more realistic.

2. Develop Project Team

   • The process of improving the competencies, team member interaction, and overall team environment to enhance project performance
   • Stages of project team development
     • Project teams typically go through a predictable set of stages as they work together.
     • effectively using project tools and developing trust and understanding within their teams, project managers can greatly diminish some of the negative aspects of project team development stages.
   • Characteristics of High-Performing Project Teams
     • reflect the ideals toward which a project manager tries to guide his or her team.
     • A conscientious project manager keeps these characteristics in mind and strives to help his team develop each one.
   • Assessing Individual Member Capability
     • 1. Activity-specific knowledge and skills 2. Personal planning and control 3. Personal learning 4. Organizational understanding 5. Interpersonal skills and sensitivity
     • These first three capabilities are necessary for a person to be a strong individual per former.
     • the last two capabilities really help a person become a valuable team player.
   • Assessing Project Team Capability
     • Project teams with strong leadership are more likely to be successful.
     • Effective team leadership can lead to mutual trust, respect, and credibility among all parties.
   • Building Individual and Project Team Capability
     • Personal Leadership
       • A good way for project managers to build the capability of their team is to start by being an effective leader. Leading by example gives team mem bers a model to follow.
     • PROJECT MANAGEMENT TOOLS
       • Project managers can use project management tools to give their team focus
     • SITUATIONAL LEADERSHIP
       • a project manager may need to start as a strong individual leader, but the goal is certainly to develop multiple leaders on the project team. In fact, in a great project team, leadership is situational.
     • DESIRABLE TEAM IDENTITY
       • People want to be associated with a winner. If people believe that a project is vital to the organization and that the work is professionally stimulating, they want to be part of the team
     • PERSONAL RESPONSIBILITY
       • first is to complete their individual work on time, on budget, and correctly. Second is to complete their joint work responsibilities with teammates on time, on budget, and correctly. Third, each team member is also responsible for improving work methods.
     • UNDERSTANDING AND RESPECT
       • Project team members need to develop under standing of and trust in each other if they want to develop capability as a team
     • LEARNING CYCLE
       • Building project team capability can be envisioned as a learning cycle in which the team uses creativity to jointly develop and consider alternative approaches while striving to learn at each point in the process
   • Establishing Project Team Ground Rules
     • Relationship Topics
       • *Encourage Participation,*Discuss Openly and Protect Confidentiality,*Avoid Misunderstandings,*Develop Trust,*Handle Conflict
     • Process Topics
       • *Manage Meetings,*Establish Roles,Maintain Focus,*Consider Alternatives,*Use Data.*Make Decisions

3. Manage Project Team

   • The process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to optimize project performance.
   • Project Manager Power and Leadership
     • Since project managers often rely on people who do not report directly to them to perform some of the project work, they need to use various forms of power to encourage people to perform.
     • Legitimate Power
       • Project manager often has a core team to help plan and manage some of the project. These core team members are probably the people the project manager can order to perform certain activities, but he or she would be better served when possible to ask them to help plan the activities.
     • Reward and Coercive Power
       • Stimulating work is one of the most powerful rewards. Enticing people to perform well so they can be assigned to more interesting and/or challenging work in the future helps the team member, the immediate project, and the organization by increasing competence.
       • Reward power is the preferred method, there are times when a person is not performing and a threat may be necessary.
     • Referent Power
       • Is when a project team member works for the project manager out of personal desire.
     • Expert Power
       • If a project manager has a reputation for success and can convince others that he or she understands enough of the project technology and politics to successfully guide the project, people will be more inclined to work hard on the project.
     • Information Power
       • It does mean empowering the core team to distribute informa tion promptly and accurately according to the communication plan. This gives the core team more power.
     • Connection Power
       • Project managers can create many champions for their project by continuing to expand their contacts with important people and by continuing to talk about the importance of their project.
   • Project Team Management Outcomes
     • Morale Changes
       • At these times, the project manager needs to remember that how he or she wields power, communicates, appraises progress, and generally manages can enhance or detract from the morale of all involved.
     • “QUARTER-MILE STONES” TO “INCH STONES”
       • When constructing the project charter, the team developed a list of milestones that could be used to measure progress. Perhaps this greater detail could be considered as quarter-mile stones”—giving the ability to check progress a bit more frequently.
     • Staff Changes
       • As a result of poor appraisals, insufficient progress, conflict, neces sary reassignments, or other causes, some staff may need to be changed on a project.
     • Training needs
       • Project managers should keep the immediate project needs along with the training needs in mind as they approve training.
     • Discipline
       • Project managers must ensure that the need for the discipline is explained clearly, specific behaviors or lack of progress are documented, and specific improvement strate gies are developed to reduce the chance that further discipline will be needed.
     • Role Clarification
       • Project manager and all impacted workers can clarify roles by detailing who is responsible for each work activity.
     • Issues and lessons learned
       • Many project managers keep issue logs. These serve as living documents of issues that arise in the course of managing the project team.

4. Manage and Control Stakeholder Engagement

   • Manage stakeholder engagement
     • The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
   • Control Stakeholder Engagement
     • The process of monitoring overall project stake holder relationships and adjusting strategies and plans for engaging stakeholders.

5. Managing Project Conflicts

   • Conflict Resolution Process and Styles
     • 1. Understand the conflict. 2. Agree on conflict resolution goals. 3. Identify causes of the conflict. 4. Identify potential solutions for the conflict. 5. Pick the desired conflict solution. 6. Implement the chosen solution.
   • Negotiation
     • Project managers often need to negotiate with customers concerning schedule, budget, scope, and a myriad of details. They often need to negotiate with sponsors, suppliers, SMEs, and core team members.

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