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Managing People and Organising Teams. Resource Assignment Models Resources assigned only after initial planning is complete (teams of people) Teams may be built up slowly from the beginning of a project A core team may be assigned at the start of the planning cycle
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Managing People and Organising Teams • Resource Assignment Models • Resources assigned only after initial planning is complete (teams of people) • Teams may be built up slowly from the beginning of a project • A core team may be assigned at the start of the planning cycle • Should team building be carried out in parallel with planning, or subsequent to it’s completion ?
Managing People and Organising Teams • Resource Assignment Models • Members of the team should be involved in producing task duration and labour estimates • This implies some part-time involvement for potential team members from an early stage • Technical experts may need to be consulted • If these experts are employees of the company they are very likely to become members of the team
Managing People and Organising Teams • Aspects of Team Dynamics • The stages of the process by which a team is formed
Managing People and Organising Teams • Aspects of Team Dynamics • The stages of the process by which a team is formed • The individuals required on a team to make the maximum useful contribution
Managing People and Organising Teams • Project Needs • Project resource plan + • Results of the feasibility study will identify - The broad areas of skills required The numbers of staff required How long they will be required for The periods when they will be required
Managing People and Organising Teams • Organisational Needs • The Project Manager may be required to include trainees • There may be staff who are nearing the end of other projects, or under-utilised staff might have to be included at the insistence of senior management • Project managers may wish to include people with special skills, or who are known good workers
Managing People and Organising Teams • Influencing Factors • What are the individual opportunities offered? • E.g. • The chance for technical staff to acquire new skills • The chance to act as team leaders
Managing People and Organising Teams • Staff Availability • Staff are never completely available to a project due to - • The influence of holidays • Sickness • Appraisals and other organisational needs • Software maintenance • Assisting other teams during closedown • Technical consultancy on feasibility studies
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • 1 The “Forming” Process • Members of the team get to know each other and establish ground rules
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • 2 The “Storming” Process • Conflicts arise as team members try to obtain leadership • Development of mutually acceptable methods of working may provoke “storming” • High levels of conflict during the storming process often lead to reduced conflict later in the project
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • 3 The “Norming” Process • Conflicts are largely settled • A team or group identity is established rather than a collection of individuals • People become “members of the team”
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • 4 The “Performing” Process • The focus is shifted to undertaking the specified tasks
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • The project manager should try to move through the first three stages as soon as possible • If the “storming phase is artificially truncated more conflicts are likely later in the project
Managing People and Organising Teams • The Five Team Stages (Cotterell and Hughes following Tuckman and Jensen) • 5 The “Adjourning” phase • The team disbands and the project comes to a close
Managing People and Organising Teams • Project Team Contributors • The “Chair” • Good at running meetings rather than being a brilliant leader
Managing People and Organising Teams • Project Team Contributors • The “Plant” • Good at “growing” ideas and potential solutions to problems
Managing People and Organising Teams • Project Team Contributors • The “Monitor/Evaluator” • Good at evaluating ideas and potential solutions
Managing People and Organising Teams • Project Team Contributors • The “Shaper” • Directs the team’s attention to important issues
Managing People and Organising Teams • Project Team Contributors • The “Team Worker” • Good at creating a pleasant working environment • (Sometimes known as the “Social Secretary”)
Managing People and Organising Teams • Project Team Contributors • The “Resource Investigator” • Good at finding resources
Managing People and Organising Teams • Project Team Contributors • The “Completer or Finisher” • Good at finishing tasks started by others
Managing People and Organising Teams • Project Team Contributors • The “Company Worker” • Is a good team player and willing worker
Managing People and Organising Teams • Project Team Contributors • The Chair • The Plant • The Monitor/Evaluator • The Shaper • The Team Worker • The Resource Investigator • The Completer • The Company Worker
Managing People and Organising Teams • Motivating Staff • Early involvement with the estimation process builds a belief that the estimates are realistic • Belief that the goals are unachievable forms a tendency towards even slower progress • Staff should be given appreciation for their efforts
Managing People and Organising Teams • “Failures to achieve project targets should always be investigated” • The cause may lie in - • Lack of realism in the project plan • Causes outside the project managers control
Managing People and Organising Teams • Conflict Resolution • A good project manager will - • Commit themselves to finding resolutions which have some advantage for all concerned • Take everyone’s views and opinions into account • Take the requirements of the project and the organisation into account • Allow the parties with the least to gain to “save face” as much as possible
Managing People and Organising Teams • Four Principles of Fair Negotiation (Meredith and Mantle following Fisher and Ury) • 1 Separate the people from the problem • 2 Focus on interests not on positions • 3 Before trying to reach agreement invent options for mutual gain • 4 It is important that there is an insistence on using objective criteria