項(xiàng)目經(jīng)理教程第七周（下）.ppt

Project Management 7. Managing Teams,MBTI,What are you?,extrovert,introvert,sensation,intuition,thinking,feeling,judgement,perception,e,s,t,j,i,n,f,p,extrovert,introvert,sensation,intuition,thinking,feeling,judgement,perception,e,s,t,j,i,n,f,p,e,n,t,j,me,NTs are attracted to technology fields There is a belief that IT people differ from population in a tendency to not be extroverted or sensing.,extrovert,introvert,sensation,intuition,thinking,feeling,judgement,perception,e,s,t,j,i,n,f,p,n,i,The Max Wideman MTBI article “Do we have enough of the right kind of people?”,R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada. /papers/profiles/profiles.pdf,What is your suitability to Project Work?,* Wideman, R. Max. “Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind of people?” (/papers/profiles/profiles.pdf ).,Another model,Social Styles Profile People are perceived as behaving primarily in one of four zones, based on their assertiveness and responsiveness,Assertiveness,Responsiveness,Analytical,Driver,Amiable,Expressive,Responsiveness,Assertiveness,Another model,Ask,Tell,People,Task,Reward and Recognition Systems Team-based reward and recognition systems can promote teamwork Focus on rewarding teams for achieving specific goals Allow time for team members to mentor and help each other to meet project goals and develop human resources,/photos/hi-phi/1100036300/,Reward and Recognition Systems contd Recognize individual performance? letters of commendation public recognition for outstanding work desirable job assignments increased personal flexibility,Team Development contd,Keys to Managing People,Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include (1)Motivation, (2)Influence and power, and (3) Effectiveness,Intrinsic motivation causes people to participate in an activity for their own enjoyment eg. read, gardening,Extrinsic motivation causes people to do something for a reward or to avoid a penalty eg. homework,Motivation,Motivation Theorists Maslows hierarch of needs Herzbergs motivation-hygiene McClellands acquired-needs McGregors X and Y,Maslows Hierarchy of Needs (1960s) Abraham Maslow developed a hierarchy of needs to illustrate his theory that peoples behaviors are guided by a sequence of needs Maslow argued that humans possess unique qualities that enable them to make independent choices, thus giving them control of their destiny,Maslows Hierarchy of Needs /2007/07/23/maslow-greek-philosophy-indian-mysticism/,Hertzbergs Motivation-Hygiene Theory In the late 1960s Frederick Herzberg wrote about worker motivation. He distinguished between motivation factors and hygiene factors.,motivation factors Help motivate workers directly eg. achievement, recognition, work, responsibility,hygiene factors cause dissatisfaction if absent but do not motivate, eg. Money, working conditions,/21/motivation-hygiene-theory/herzberg-mausner-snyderman,(Robbins et al, 1998, p221),McClellands Acquired-Needs Theory (1961) David McClelland proposed an individuals specific needs are acquired or learned over time and shaped by life experiences. Categories: achievement affiliation power,McGregors Theory X and Theory Y In the 1960s Douglas McGregor popularized the human relations approach Theory X: workers dislike and avoid work Theory Y: work is as natural as play or rest Theory Z: emphasizing trust, quality, collective decision making, and cultural values,/20/theory-x-&-y/mcgregor,Thamhain and Wilemons influence bases (1970s) HJ Thamhain and DL Wilemon identified nine influence bases available to project managers authority assignment budget promotion money penalty work challenge expertise friendship,Steven Coveys 7 habits Ca be applied to improve effectiveness on projects Be proactive Begin with the end in mind Put first things first Think win/win Seek first to understand, then to be understood Synergize Sharpen the saw,Coveys Habit 5: Seek first to understand, then to be understood,Managing Project Teams,Project managers must lead their teams in performing various project activities,After assessing team performance and related information, the project manager must decide: if changes should be requested to the project if corrective or preventive actions should be recommended if updates are needed to the project management plan or organizational process assets,Tools and techniques available to assist in managing project teams include: observation and conversation project performance appraisals conflict management issue logs,Develop your team,Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic team-building stages Limit the size of work teams to five to twelve members Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual team members,Develop your team,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 Functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other,Know the conditions favorable for development of high performing teams,Meetings?,A brief diversion into Management and Meetings,Dont waste my time,Conducting Project Meetings,Time Date Place Who must be there,Meeting goals Agenda Expected outcome Preparation required,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,Recruiting Project Members,Figure 11.32 Creating a High-Performance Project Team (Gray & Larson, 2006, p348),Establishing a Team Identity,Figure 11.4 Requirements for an Effective Project Vision (Gray & Larson, 2006, p357),Orchestrating the Decision-Making Process,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,Rejuvenating the Project Team,Formal Techniques 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,Challenges of Managing Virtual Teams,Challenges of Managing Virtual Teams,Developing trust exchange of social information set clear roles for each team member,Challenges of Managing Virtual Teams,Developing effective patterns of communication include face-to-face if at all possible keep team members informed on how the overall project is going dont let team members vanish establish a code of conduct to avoid delays establish clear norms and protocols for surfacing assumptions and conflicts,Figure 11.6 24-Hour Global Clock (Gray & Larson, 2006, p369),Project Team Conflict,Managing Conflict in the Project Team,Managing Conflict in 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 devils advocate ask the team to consider an alternative,Managing Conflict in 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 devils advocate ask the team to consider an alternative,Managing Dysfunctional Conflict mediate the conflict arbitrate the conflict control the conflict accept the conflict eliminate the conflict,Project Team Pitfalls,Figure 11.5 Conflict Intensity over the Project Life Cycle (Gray & Larson, 2006, p363),Project Team Pitfalls,Review,Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. Traditional research suggests teams develop in 5-stage process; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. Team development can be facilitated through training, personality indicators, social styles profiles, and reward sy