ELC 347 project management

1. ELC 347 project management Week 6

2. Agenda • Assignment Four Due • First Quiz Graded • Missed two important concepts • Time value of money • Escalation of commitment • Integrative Project • First part due next week • Outline of deliverables (posted in WebCT) • Additional scoring model • Any of the first five sections can be resubmitted for rescoring prior to finals week. The recorded score will the average of the original score and the score on the resubmitted section. • Project team building, Conflict and Negotation

3. Project Team Building, Conflict, and Negotiation Chapter 6 © 2007 Pearson Education

5. Identify Necessary Skills Identify People With Skills Renegotiate with Top Management No Success? Yes Yes Success? No Build Fallback Positions Assemble the Team Building the Project Team Talk to Potential Team Members Negotiate with Their Supervisor

6. Characteristics of Effective Project Teams • Clear Sense of Mission • Productive Interdependency • Cohesiveness • Trust • Enthusiasm • Results Orientation

7. Reasons Why Teams Fail • Poorly developed or unclear goals • Poorly defined project team roles & interdependencies • Lack of project team motivation • Poor communication • Poor leadership • Turnover among project team members • Dysfunctional behavior

8. Stages in Group Development • Forming – members become acquainted • Storming – conflict begins • Norming – members reach agreement • Performing – members work together • Adjourning – group disbands Punctuated Equilibrium is a different model

9. Team Development Stages Adjourn Convene 4. Performing 1. Forming Trust Flexible Supportive Confident Efficient High Morale Quiet Polite Guarded Impersonal Business-like High Morale Inclusion Productivity Productive Testing Organized Infighting Conflict over control Confrontational Alienation Personal agendas Low morale Establish procedures Develop team skills Confront issues Rebuilding morale Control Cooperation 2. Storming 3. Norming

10. Connie Gersick’s Punctuated Equilibrium Model

11. Task Outcomes Superordinate Goals Rules & Procedures Cross-functional cooperation Physical Proximity Psycho-Social Outcomes Accessibility Achieving Cross-Functional Cooperation

12. Building High-Performing Teams Make the project team tangible • Establish unique identity • Publicity • Terminology & language Reward good behavior • Flexibility • Creativity • Pragmatism Develop a personal touch • Lead by example • Positive feedback for good performance • Accessibility & consistency

13. Virtual Project Teams use electronic media to link members of a geographically dispersed project team How Can Virtual Teams Be Improved? • Use face-to-face communication when possible • Don’t let team members disappear • Establish a code of conduct • Keep everyone in the communication loop • Create a process for addressing conflict

14. Conflict Management Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours. • Categories • Goal-oriented • Administrative • Interpersonal • Views • Traditional • Behavioral • Interactionist

15. Sources of Conflict Organizational • Reward systems • Scarce resources • Uncertainty • Differentiation • Interpersonal • Faulty attributions • Faulty communication • Personal grudges & prejudices

16. Conflict Resolution • Mediate – defusion/confrontation • Arbitrate – judgment • Control – cool down period • Accept – unmanageable • Eliminate – transfer Conflict is often evidence of progress!

17. Early Detection • A little conflict is a good thing • But…Time spent on conflict resolution does not advance the project • Resolve conflicts early! • Look for smoke and don’t wait for the fire • Invite critical thinking and positive conflict resolution

18. Conflict Resolution Guidelines • Is it conflict or a problem? Solve problems • Does the project manger need to be involved? Resolve at lowest level possible • What are the issues and the emotions connected with the conflict? Find the land mines! • Are the parties involved committed to resolution? Precede until resolution

19. Conflict Resolution Guidelines • Are all discussions characterized by a genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements? Disarm the combatants! • What is going to make this OK with all the parties? What is the common ground • After resolution is achieved, re-verify with each party. Make sure there is no miscommunication • Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.

20. Negotiation a process that is predicated on a manager’s ability to use influence productively Questions to Ask Prior to Entering a Negotiation • How much power do I have? • What sort oftime pressures are there? • Do I trust my opponent?

21. Principled Negotiation • Separate the people from the problem • Be hard on the deal, soft on the people • See the deal from inside their shoes • Make your proposal consistent with their value • Focus on interests, not positions • Values define the deal • Each side has multiple interests – be clear on yours, discover theirs • Invent options for mutual gain • Insist on using objective criteria • Strike a deal based on principle, not pressure • Agree on fair standards and procedures • Frame issues as a collaborative quest http://www.colorado.edu/conflict/peace/treatment/pricneg.htm Getting to Yes – Fisher & Ury

22. Tony’s Rules for Negotiation • Go into every negotiation with a series of possible outcomes • Must Have • Should Have • Like to have • Can do without • Know the opponents position better than they do • A good outcome is WIN-WIN • Works when both sides have equal power, and similar constraints • A better outcome when the others side thinks they won but you got everything you wanted • Have “throw away” positions • Works when you are not the more powerful side • Requires finesse and subtlety • The worst outcome is when the other side things you beat them. • That means you had the power to begin with so why were you negotiating? • Remember! • What ever what negotiated once is subject to be negotiated again • Park your ego at the door…it gets in the way • Never get caught in a lie…the best way is to not lie. • Once your creditability is gone you can’t negotiate

23. Sun Tzu • "The smartest strategy in war is the one that allows you to achieve your objectives without having to fight". • "Therefore I say; know the enemy and know yourself; in a hundred battles you will never be in peril. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both your enemy and of yourself, you are certain in every battle to be in peril." • “He will win who, prepared himself, waits to take the enemy unprepared.” • “He who exercises no forethought but makes light of his opponents is sure to be captured by them.” • “The general who wins a battle makes many calculations in his temple before the battle is fought.” • “To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.” • “Force him to reveal himself, so as to find out his vulnerable spots. Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.” • http://interneg.concordia.ca/interneg/training/materials/sun_tzu.html • http://www.kimsoft.com/polwar.htm