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Project Management. Lecture Project Teams. Overview . What happens in teams team lifecycle Team Roles Belbin Motivation Maslow/Herzberg. Team Lifecycle. Team Lifecycle. Forming
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Project Management LectureProject Teams
Overview • What happens in teams • team lifecycle • Team Roles • Belbin • Motivation • Maslow/Herzberg
Team Lifecycle • Forming • Initial enthusiasm, reliance on authority to provide a degree of certainty, establishment and finding out what is expected • Storming • Conflicts arise as team members learn more about each other and the work to be performed • Team members become disillusioned and results are fairly unproductive
Team Lifecycle • Norming • Teams start to put the negative social aspects to one side and now there is more certainty over what has to be done work starts to progress • Performing • This is the peak of performance where teams work synergistically
Team Lifecycle • Mourning • This is where the team begins to break up • Motivation for the task has all but dried up and members of the team are being drafted into new teams for further projects
Team Lifecycle • Each stage of the lifecycle will benefit from a different set of management/interpersonal/individual skills • Teams can be analysed to find out which skills are available
Belbin Roles • Do the Belbin questionnaire!
Belbin Roles • CW – Company Worker/Implementer • CH – Chair/Co-ordinator • SH – Shaper/Team Leader • PL – Plant/Innovator • RI – Resource Investigator • ME – Monitor/Evaluator • TW – Team Worker • CF – Completer/Finisher
CW/Implementer • Characteristics • conservative, dutiful, predictable • Strengths • Organising ability, practical common sense, hard working, self-disciplined • Weaknesses • Inflexible, slow to respond to new possibilities
Chair/Co-ordinator • Characteristics • Calm, self-confident, controlled • Strengths • A capacity for treating and welcoming all potential contributors on their merits and without prejudice • A strong sense of objectives • Weaknesses • Not especially intellectual or creative
Shaper/Team Leader • Characteristics • Highly strung, outgoing, dynamic • Strengths • Drive and readiness to challenge ineffectiveness and complacency • Weaknesses • Prone to provocation, irritation and impatience
Plant/Innovator • Characteristics • Individualistic, serious minded, unorthodox • Strengths • Genius, imagination, intellect, knowledge • Weaknesses • Inclined to disregard practical details • “up in the clouds” • Poor communicator
Resource Investigator • Characteristics • Extrovert, enthusiastic, curious, communicative • Strengths • Makes good use of contacts, explores new ideas, responsive to challenges. • Weaknesses • Liable to lose interest after initial fascination has passed.
Monitor/Evaluator • Characteristics • Sober, unemotional, prudent • Strengths • Judgement, Discretion, hard-headedness • Weaknesses • Lacks inspiration or the ability to motivate others
Team Worker • Characteristics • Socially oriented, rather mild, sensitive • Strengths • An ability to respond to people and situations, and to promote a team spirit • Weaknesses • Indecisive at moments of crisis
Completer/Finisher • Characteristics • Painstaking, orderly conscientious, anxious • Strengths • A capacity for follow-through, perfectionism • Weaknesses • A tendency to worry about small things • A reluctance to “let go”
Specialist • Not part of Belbin’s original classification • Strengths • Single minded, self starting, dedicated, provides knowledge and skills in rare supply • Weaknesses • Contributes only on a narrow front, dwells on technicalities, ignores the ‘big picture’
Belbin Roles • Best applied to existing teams in order to help members analyse their role and behaviour
Motivation • Poor motivation often leads to: • Increased absenteeism • Increase in the effect of sickness • Lower commitment to tasks • Project timescale slippage • Reduction in Product Quality
Motivation - Taylor • Taylor looked at how to find the most productive way of doing manual tasks • He believed that money was the exclusive source of motivation Hughes and Cotterell • Perhaps it is if there is no other means of job satisfaction
Theory X: The average human has an innate dislike of work Therefore they need coercion, direction or control People tend to avoid responsibility Theory Y: Work is natural There are other ways of motivating workers Humans can learn to accept and seek responsibility Humans have a capacity for imagination and creativity Motivation - McGregor
Motivation - Maslow • Hierarchy of needs • Physiological needs – air, food, water • Safety needs – protection, security • Social needs – group interaction • Ego needs – the desire for esteem • Self fulfilment needs – realisation of the self image
Motivation Achievement Recognition Work Responsibility Advancement Hygiene Company Policy and Administration Supervision technical interpersonal relationships Salary Working conditions Motivation - Herzberg
Motivation - Herzberg • When you are satisfied at work, what is it that is making you happy? • When you are dissatisfied at work, what is it that is making you unhappy?
Conclusions • Teams are usually artificial entities – you don’t get to choose who you work with • Understanding team dynamics, roles and motivation factors will help you work better with team members
Project Planning Gantt Charts WBS/PBS Activity Networks Resource Analysis Risk Management Risk Analysis Decision Making Budgeting and Cost Control Cost Benefit Analysis Payback Period NPV Quality and Team Management Review of PM material
References • Hughes and Cotterell “Software Project Management” • Cadle and Yeates “Project Management for Information Systems” • Belbin “Management Teams” • A useful link • http://www.cw360ms.com/pmsurveyresults/index.asp