項(xiàng)目經(jīng)理教程第七周上

ProjectManagement

7.ManagingTeamsWeek7Ourgoaltodayistodevelopandfacilitateleadership,teambuilding,performancemanagement,andconflictmanagementskillsinthecontextofanITenvironmentMainreference:Gray&Larson,2006,Ch11.EffectiveTeamCharacteristicsWhyJoinTeams?TeamDevelopmentKeystoManagingPeopleManagingProjectTeamsProjectTeamConflictProjectTeamPitfallsEffectiveTeamCharacteristicsWhatisaTeam?Ateamisagroupofindividualswhocooperateandworktogethertoachieveagivensetofobjectivesorgoals(Horodyski,1995).isclosecooperationbetweencross-trainedemployeeswhoarefamiliarwithawiderangeofjobsintheirorganizationTeamworkTeam-building

ishighinteractionamonggroupmemberstoincreasetrustandopennessEffectiveTeamCharacteristics1ProjectTeamSize2CommonCharacteristicsProjectTeamSizePerformanceisbasedonbalanceofmemberscarryingoutrolesandmeetingsocialandemotionalneedsProjectteamsof5to12membersworkbestThereareproblemsyouencounterassizeincreasesItgetsmoredifficulttointeractwithandinfluencethegroupIndividualsgetlesssatisfactionfromtheirinvolvementintheteamPeopleendupwithlesscommitmenttotheteamgoalsItrequiresmorecentralizeddecisionmakingThereislesserfeelingasbeingpartofteamProjectTeamSizeTheMythicalMan-MonthAssigningmoreprogrammerstoaprojectrunningbehindschedulewillmakeitevenlater,duetothetimerequiredforthenewprogrammerstolearnabouttheproject,aswellastheincreasedcommunicationoverhead.-FredBrooksFredBrooksTheMythicalMan-MonthGroupIntercommunicationFormulan(n?1)/2FredBrooksTheMythicalMan-MonthGroupIntercommunicationFormulan(n?1)/2ExamplesFredBrooksTheMythicalMan-MonthGroupIntercommunicationFormulan(n?1)/2Examples5developers->5(5?1)/2=10channelsofcommunicationFredBrooksTheMythicalMan-MonthGroupIntercommunicationFormulan(n?1)/2Examples5developers->5(5?1)/2=10channelsofcommunication10developers->10(10?1)/2=45channelsofcommunicationFredBrooksTheMythicalMan-MonthGroupIntercommunicationFormulan(n?1)/2Examples5developers->5(5?1)/2=10channelsofcommunication10developers->10(10?1)/2=45channelsofcommunication50developers->50(50?1)/2=1225channelsofcommunicationCommonCharacteristicsofHighPerformingTeamsGoalsareclearlydefinedandmatchedwithmeasurableoutcomesAccurateeffective2-waycommunicationLeadershipissharedandparticipationencouragedEffectivedecisionmakingandproblemsolvingTeamidentityandcohesivenessDiversebackgroundsandexperienceCooperationandcollaborationTheyshareacommonidentityFigure1Characteristicsorneedsofeffectiveteams

(Horodyski,1995,p12)WhyJoinTeams?Whydopeoplewanttojointeams?IndividualreasonsSecurityStatusSelf-esteemAffiliationPowerGoalachievementWhydoteamsworkwellfororganizations?TeamDevelopmentProjectteamsusuallycometogetherforaprojectandthendisband.Whatchallengesdoesthiscreate?ProjectteamTuckman(1960s)publishedfivestagemodelofteamdevelopmentFigure9.1StagesofTeamDevelopment

(Robbinsetal,1998,p309)Figure11.1TheFive-StageTeamDevelopmentModel

(Gray&Larson,2006,p345)Implicationsforteams:Aprojectmanagerneedstodevoteinitialattentiontohelpingthegroupevolvequicklytothe(performingphase).Thismodelprovidesaframeworkforthegrouptounderstanditsowndevelopment.Itstressestheimportanceofthenormingphasewhichcontributestothelevelofproductivity.Recentstudiessuggestthatthereisnostandardizedpatternofgroupdevelopment.WhatdoyouthinkaboutTuckman’smodel?Doesitfeelrighttoyou?PunctuatedEquilibriumModel(1988)GersickfoundthattherearenaturaltransitionpointsduringthelifeofteamsinwhichthegroupisreceptivetochangeandthatsuchamomentnaturallyoccursatthescheduledmidpointofaprojectByimposingaseriesofdeadlines,withmilestones,itispossibletocreatemultipletransitionpointsfornaturalgroupdevelopmentFigure11.2ThePunctuatedEquilibriumModelofGroupDevelopment

(Gray&Larson,2006,p346)Trainingcanhelppeopleunderstandthemselvesandeachother,andunderstandhowtoworkbetter