project management lecture project teams. overview what happens in teams team lifecycle team roles...
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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 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
Motivation - McGregor 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 - 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 - Herzberg Motivation
Achievement Recognition Work Responsibility Advancement
Hygiene Company Policy
and Administration Supervision
technical interpersonal
relationships Salary Working conditions
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
Review of PM material 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
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