1860 Module 8 Communication and Stakeholders.pdf

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 8: Communication and Stakeholders ~ UNIVERSIT...

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 8: Communication and Stakeholders ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 8 - Section 1 Communication Overview  Communications in Proiect Management Effective communication increases overall project success "90% of the project manager's time is spent communicating" Within Budget On time Met orginal goals Minimally-Effection Communication Hi!lhly-Effective Communication ~ ~ ~~~6~!,5~6~T~~ 1 ~g~~~0~g Quote from https:/lwww.pmi.org/learningllibrary/basic-kno~qe. useful-projer:t-manaqers-communication..5784 ~ Table source: https:l(www.pmi.orp(leaming/thought-leadersh1p/pulse/essential-role-communications  Proiect Communications Management "People have one thing in common: they are all different. " Robert Zend - Hungarian writer 9 UN IVERS IT Y OF TO RONTO http·/lwww.robertzenc:t.ca/famous -quotalions.html ~ SCHOOL 0 1 CONT INUING STUOIE~  International Proiects and Cultural Diversity Pros - Effective use of cross- cultural teams can provide a source of experience and innovative thinking , to enhance the competitive position of organizations Cons - Cultural differences can interfere with the successful completion of projects in today's multicultural global business community 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Can prevent teams from reaching the ‘performing stage’  Stakeholders' Communication Needs IC-1.2 report s Compliance Reports Project Status report Team Personnel report Project accounts Work audit results _/ ' Status reports Contractual report L Correspondence Status report r RFP's and RFQ's" Performance report #1 thing is to identify who your stakeholders are and they all require different communications, delivered differently and at a different frequency  Communications Skills Formal and informal communication: - Face to face communication is a key tool for project managers - Two way, quicker and more direct than printed reports - Project manager must utilize their soft skills; selecting the timing and location of communication Non-verbal communication: - 58% through body language - 35% through how words are expressed (tone) - 7% through the content or words that are spoken Individuals will: - Retain 10% on what they read - Retain 20% by remembering what they heard - And 30% if both read and heard 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~  Communication Models IC-1.3 Encoder Noise =ff, Adapted from Part I Figure 10-4, A Guide to the Project MsnsgementBody o f Kna-.v/edge (PMBOK~Gu,de) - Sixth Ed1tJon , PrOfed Management Institute, Inc., 2017 Copyright and al nghts reserved. Matena1 from this publica!Lon has been reproduced with the 14 pemuss1on of PMI. Page 341 Noise always gets in the way - you need to prepare for it Noise are things that will interfere with the communication such as: email filters blocking email, jargon, dialects, acronyms, abbreviations, missing software to open files, multitasking, background noise, and conversations, Etc Message is the communication from the encoder that can be verbal, written, or nonverbal Feedback is the communication from the decoder that can be verbal, written, nonverbal, or action and is used to confirm the delivery of the message  ~ Communication Links IC-1.4 N = Number of people communicating L = Total number of links L = N (N - 1) / 2 Example: Persons (N) = 5 L = 5 (5 - 1)/2 = 20/2 4 = 10 5 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Number of communication channels in a team  Types of Communication Methods Interactive communication - Between two or more people with live multidirectional exchange of information (meetings, phone calls, video conferencing) Push communication - Sent to a specific person who needs to know the information (emails, reports, letters) Pull communication - Large recipients who need access to large volume of information, websites, manuals, Sharepoint 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 10 Q Communication Overview - Questions IC-3.1 IC-3.2 1. One of the advantages of communicating with a collocated project team is _____ a. seeing body language b. having multiple time zones c. using new meeting technology d. preparing formal reports 2. An example of push communication is _____ b. meetings c. video conferencing d. voice mails e. biogs Answers available via Interactive Content on Quercus 17 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 8 - Section 2 Communication Tools  ~ Communications Process IC-1.5 Communication Communication Communication requirements technology plan 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 13 Must have this as part of waterfall 1. An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, and other methods 2. Specific tools, systems, computer programs, Etc used to transfer and share information between stakeholders 3. A subsidiary plan that describes how, when, and by whom information about the project will be done in distributed  Communication Requirements Analysis Review the factors affecting the efficiency and effectiveness of communication with stakeholders: - Number of communication channels - Organization charts (who reports to who) - Stakeholder responsibility, relationships and interdependencies - Location and language of team members and stakeholders - Project roles and responsibilities - Preferred communication methods, formats - External information needs (privacy, security) - Legal requirements - Communication technology 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 14 You need to manage communication effectively with high profile stakeholders  Communication Technology Used to transfer information among project stakeholders Factors affecting the methods of transfer: - Urgency of the need of information - Availability and reliability of technology Video conferencing, conference lines Website repositories - Ease of use - Project environment Sensitivity and confidentiality - Availability of a Project Management Information System (PMIS) Used to capture , store, and distribute information to about the project cost, schedule progress, and performance 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 15 Communication Documents Direct communication: Communication contained in correspondence that is directional (one way) stating a position or point of view on a matter Response is expected by action (or inaction) or by return Letters, memos, invoices, transmittals, change orders, instructions Summary and record information: Summarizes discussion and actions to be taken together with the names of individuals who are responsible for these actions Meeting reports (conference, minutes, etc.), telephone records, field instructions, daily journals, financial records Agreements: Intent to enter into an agreement: An agreement on the exchange of value with a minimum of two parties Offer and Acceptance: Signed back direct correspondence, or answered correspondence forming requirements of an ~ U NIVERSITY aa,;e,ement ~SCI-IOOL OI CONT INU't?.:G ST UOI Ef 16 "' - Contracts, Work Orders, Purchase Orders, Sales Agreements  Proiect Correspondence Design correspondence: - Documentation that defines the ideas of a designer (intent), so that they can be understood by others - Drawings, sketches, plans, elevations, sections, perspectives - Quality specifications, models, photographs, mock-ups Implementation correspondence: - Used for the process of producing an actual implementation - Contract documents, working drawings, specifications - Instructions (site, supplementary, contemplated change) - Orders (change, field) - Certificates (payment, occupancy, insurance, etc.) Information correspondence: - Reports, statements, suNeys, drawings, assessments - Provided by a consultant, provides information to be used within a broader process 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT I NUI NG STUOIE~ 17 ~i ~ Proiect Documents - Virtual Conference Communication Document Description Information Correspondence Drafts and final versions of the survey sent to members on the proposed virtual conference Design Correspondence Website mockups for the virtual conference home page, and virtual waiting room for online attendees Implementation Instructions on setting up virtual software correspondence Directions on utilization of data gathering for the survey application Summary and record Meeting minutes and action logs from correspondence team meetings Agreement Final licensing and payment terms for the virtual software 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 18  Communication Methods (1) 11111111 Description Best for Worst for Telephone Interactive: Live Quick simple requests, Conveying bad news. Poor Call conversations informal exchanges , or when teams are in different Push : Voicemails broadcasting messages time zones. Obtaining confirmation on receipt Instant Interactive: Use tools Quick simple requests ; to Complex messages, formal Messaging such as text, Messenger, one person at a time approvals, handling difficult WhatsApp situations Email Push : Extensively used ; Simple requests, Where control of info is easily accessible; sent attaching documents, critical (you don 't want info and read from computers possibly sent to multiple forwarded , copied). and smartphones recipients Communicating critical information Intranet Pull : Information posted Storing project Working with external on an internal website; documentation. vendors and contractors. limited to and secure Centralizing and May limit their access to key access for project team archiving information project information. Website Pull : Information posted Addressing many people. Maintaining confidentiality on an external website Public Promotion 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT INUING STUOIE~ 19  Communication Methods (2) -Social Media Video Description Pull: Posting information on Facebook, lnstagram , Linkedln Push : Producing and Best for Promotion. Obtaining quick feedback Education. Highlighting. Worst for Critical and factual data gathering Confirming Recording recording meetings and Summarizing lots of understanding. Observing other project information , for information into highlights, body language, obtaining transmission on-demand snippets commitment Virtual Interactive: Bringing Working with teams in Teams with technology Meetings together teams, other multiple locations, challenges; either from stakeholders for sharing observing body language, lack or experience with or info, status updates decision making access to technology Face to Interactive: Bringing Building team rapport, Can be time consuming. Face together teams, other observing body language, Need to be set up in Meetings stakeholders for sharing dealing with complex advance and require info, status updates, issues, assessing physical meeting space brainstorming , workshops commitment Hard copy Push : Formal written Summarizing facts and Can limit creative documentation ; permanent details, analysis, providing processes, idea insight generation. Definitive 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT INUING STUOIE~ 20 Q Meetings Types of meetings: - Planning/coordinating, information sharing, decision-making, problem-solving, team- building, celebrating accomplishments, developing support or commitment Daily Meetings: - Used on Agile projects to ensure effective team communications - Brief, usually 15 minutes 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 21  @) Running Effective Meetings Determine if a meeting can be avoided Define the purpose and intended outcome Determine who should attend the meeting Provide an agenda to participants before the meeting Prepare handouts and visual aids, and make logistical arrangements ahead of time Run the meeting professionally Set the ground rules for the meeting Distributing minutes with decisions and action items Al tools such as Otter.ai and Supernormal can create transcripts, 9 UN IVERSIT Y OF TO RONTO summaries, and actions ~ SCHOO L 0 1 CONT INU ING STUOIE~ 22 Don’t invite people who don’t need to be there Make meetings 30mins or 1hr. Not longer - end early if possible Send an agenda and let ppl know what they need to do to prepare Make sure everyone has a chance to speak  Great Meetings Goals for the meeting should be SMART: Specific, G Measurable, Achievable, Results-oriented and Timely - - - - - - - Roles and rules should be rotated among team members, so that everyone gets an opportunity to show leadership ' - - - - - - - - - - - - - - - - - - - - - - - -' _____E_x_p_e_c_ta_t_io_n_s_ s_ho _u_1_d_b_e_c_1_e_ ar_1y_ d_ e_fin_e_d_ _ _ __ , _ _ _ __ Agendas should be distributed in advance - Time is money so be sensitive to the team member's schedule needs. Keep it brief; begin and end meetings on time 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 23  Communication Methods - Virtual Conference Making a simple request - Text message After completing the week 's status report, the PM texts another teammate asking if they are ready to leave for lunch Providing a written record - Hard copy After gathering all the member survey responses , the Business Analyst prepares a Survey Summary Report with recommendations Conveying simple information - Email The PM sends out an email with meeting invite and the Survey Summary Report attached, asking that team members review this in advance of their meeting Building consensus - Meeting The PM reviews options in the Survey Summary Report. Team discusses pros and cons of each , then agree to proceed with the proposed option Moderating a conflict - Meeting During the meeting , the PM senses conflict between two team members. The PM invites both to lunch , and asks informally how their work is going Archiving project information - Intranet The PM organizes and posts all project documentation in a central depository 9 UN I VERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 24  @ Communication Management Plan Stakeholder communication requirements Information to be communicated, language, format, content, level of detail Reasons for distribution, time frame and frequency Person responsible for sending information Person/people receiving information Methods or technology used to send information Escalation process for issues Methods for updating or refining Glossary of common terminology Flow charts of information flow - r-----..... Communication constraints ~ What does 9 l Al suggest? UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 25 A subsidiary plan that describes how, when, and by who information about the project will be done and distributed ~i ~ Communications Plan - Website IC-2.1 Stakeholder Audience Project Team Document Name This Week's Delivery Method/ Format E-mail 1111 Project Due Date/ Frequency Monday by 9 AM Work Manager of each week Project Manager Weekly Work E-mail Project End of day Status Team Thursday each week Project Sponsor, Weekly Status Email, attached Project Friday by noon Project Team Report Word Document Manager of each week Project Sponsor, Monthly Status Email , attached Project End of day the Internal Report Word Document, Manager last Thursday of Stakeholders posted on Project each month Intranet Executive Quarterly Meeting, PowerPoint Project The last Steering executive report presentation Sponsor Wednesday of Committee and presentation each month 9 UN I VERS IT Y OF TORONTO Adapted from An Introduction to Project Managemen~ Seventh Edition, Schwalbe, Page 226 ~ SCHOOL 0 1 CONTINUING ST UOIE~ 26 ~i ~ Communications Plan - Website - Al For the website project, what would be an appropriate communication plan for the project sponsor and executive steering committee. Please format the response in a table with the following columns : stakeholder, document name, delivery method and format, producer, and frequency. Please include two communications for each stakeholder. Stakeholder Document Name Delivery Method Format Producer Frequency ' Project Project Kickoff Project Once at project Email PDF Sponsor Meeting Agenda Manager initiation Project Monthly Project Project Email PDF Monthly Sponsor Status Report Manager Executive Project Overview Project Monthly or as Steering Virtual Meeting PowerPoint Presentation Manager needed Committee Executive Project Steering Decision Request Email PDF As needed Manager Committee 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 27 Q Communication Tools - Questions 1. Topics such as , who will receive project information and who will produce it; suggested methods or guidelines for conveying the IC-3.4 information ; frequency of communication ; and escalation procedures for resolving issues should be described in a_ __ a. communications management plan b. staffing management plan c. team contract d. scope statement 2. What a meeting! Everyone was speaking. There are lots of opinions and discussion. However, you were able to get the meeting under control and get through the meeting agenda. Most important - you got the decisions you needed to allow the project to move forward. What should you do now? a. Let the team leads know the decisions. b. Prepare and distribute the minutes. c. Update the project documents. d. Relax and celebrate the meeting is over. Answers available via Interactive Content on Quercus 34 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 8 - Section 3 Stakeholder Engagement  ~ Stakeholder Engagement Process IC-1.6 Stakeholder Stakeholder Stakeholder identification analysis engagement 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 30 1. Identifying who may be impacted by or can influence the project and then assessing their power, interest, and attitude towards the project 2. A method of gathering and analyzing information to determine whose interest should be considered during the project 3. Determining the strategies, actions, and plans required to promote positive and proactive involvement of stakeholders during the project @ Identify Stakeholders A stakeholder is anyone that may influence and/ or be impacted by the project Internal project stakeholders: - Project sponsor - Project team and support staff - Other internal stakeholders including top management, functional managers and other project managers External project stakeholders: - The project's customers (if they are external to the organization) ~ - Competitors, s~ppliers and other ext~7~ro,l:l::· government off1c1als and concerned c1t1zen ::::~aJ ~ ~~~~~:s~~~T~~.~~~~~oi~ hct 31 Al su est?  Stakeholders Project Stakeholders -. -... ----...... - 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 32  Interpersonal and Team Skills Engagement involves a dialogue in which people seek understanding and solutions to issues of mutual concern on the project This involves monitoring overall stakeholder relationships and adjusting strategies and plans for engaging these stakeholders throughout the project Active listening - Used to reduce misunderstanding Cultural awareness - Sensitivity for differences Political awareness - Understand strategies of organization, who wields power and influence 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 33 We don’t ‘manage’ stakeholders - we manage how we communicate with them  ~ Stakeholder Register- Virtual Conference IC-1.7 Includes identification , assessment information plus stakeholder classification ,rn,w- IIHfM®Mh-JI ct31441;f3i- Res onsibili M hj.j@IM Jamal Director, Project Project Sponsor Provides approval, authority & guidance Internal Management Janet Manager, Special Project Manager Defines, plans , implements and controls Internal Projects project Waller Manager, IT Tech nology SME Provides guidance on technology according Internal to the organization's policies on technology and security Sunil Manager, Membership Business Analyst Provides analysis on membership , needs, Internal retention , customer service Jose Manager, Marketing Client Develops membership survey, and approves Internal Communications Lead all client comm unications Zhang Sales Rep, Corporate Consultant Provides guidance, support on software External Licensing , Virtual platform Software Company Various Various Project Team Provides the knowledge , skills and perform Internal the work to implement the project Conference Various Members Define product requirements and funds for External Attendees attendance ~ SCH OOL 0 1 CONT INUING STUOIE~ 34 Identification information is the stakeholders names, positions, locations, and roles in the project. will also usually include email and other contact information Assessment information is the stakeholders major requirements and expectations, potential influences, and phases of the project in which stakeholders have the most interest Stakeholder classification is whether the stakeholder is internal or external to the organization ~i ~ Stakeholder Responsibility - Website IC-2.2 Stakeholder Responsibility Project Manager Defines, plans , implements and controls project Director, Marketing and Responsible for all communication for the association. Communications Implementing new digital branding for the organization. VP, Professional Development Manages a portfolio of strategic initiatives, only one of which is the PMExpo program. Members Project management professionals , interested in obtaining and maintaining certifications and expanding their industry knowledge. Web Developer Develops wireframes, website code and interacts with other IT teams. Web Designer Creates mockups for the website and ensures its ease of use. Quality Assurance Specialist Responsible for testing all client facing applications through the entire organization. VP, Technology Manages a large internal team that supports all technology with in the organization. Director, Membership Responsible for membership, including revenue , customer service and retention. 9 UN I VERSITY OF TORONTO ~ SCHOOL 01 CONT INUING STUOIE~ 35  Stakeholder Analysis After identifying key project stakeholders, use classification models to determine an approach for managing stakeholder relationships A power/interest grid can be used to group stakeholders based on their: - Level of authority (power) - Level of concern (interest) 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 36 a~ Stakeholder Power/Interest Grid - Website IC-2.3 High Low interest / high power High interest/ high power Keep satisfied Manage closely Power Low interest / low power High interest/ low power Monitor Keep informed Low Low High Interest 9 UN IVERS IT Y OF TO RONTO Adapted from Figure 3-12, Kathy Schwalbe, Information to Project Management, 6111 Edition, 2017. Page97 ~ SCHOOL 0 1 CONT INUING STUOIE~ 37 ~i ~ Stakeholder Register - Website -Al r For the website project, create a stakeholder register with five key stakeholders. Please format the response in a table with the following columns : stakeholder, title, project role, responsibility, interest level, power level. For interest and power levels, please use Low or High. , Stakeholder Title Project Role Responsibility Provides Interest level Power level ' Marketing Project Sponsor Sponsor funding and High Hi gh Director support Executive Senior Provides high- Steering Dec isio n-M aker High Hi gh Executives level guidance Committee Manages Project Project Manager Project Manager project High High Manager execution Senior Web Develops the Web Developer Technical Expert High Low Deve lop er website Communications Communi cation Manages event PR Manager High Low \ Specialist Expert promotion J 9 UN I VERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 38  Manage Stakeholder Engagement Project success is often measured in terms of customer/sponsor satisfaction Project sponsors often rank scope, time, and cost goals in order of importance and provide guidelines on how to balance the triple constraint Engage stakeholders at relevant stages to gain their commitment Manage their expectations through negotiation and communication Address their concerns before they become issues Resolve identified issues For agile projects, key stakeholders need to be part of the ~ UNIVRsQJl~TmrfMll and should attend all daily meetings ~ SCHOO L 01 CONT INU ING ST UOIE~ 39  Stakeholder Engagement Project teams should develop approaches to involve stakeholders based on their needs, expectations, interests and potential impact on the project The stakeholder engagement plan should include: - Current and desired engagement levels - Scope and impact of change to stakeholders - Identified interrelationships and potential overlap between stakeholders - Potential engagement strategies for each stakeholder - Communication requirements 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 40 This is likely an internal document that only the PM has access to  Stakeholder Engagement Assessment Matrix - Virtual Conference 11M@@ijimi@iiiM919 i·H:iil·iM·H·I 1 Potential Engagement Strategies Experienced manager with an extensive IT background. Concerned about technology support for externally managed applications. Resists internal Manager, IT High Low Resistant Supportive use of social media applications because of privacy concerns. Provide additional research on growing use of virtual meetings by corporations, addressing sec urity concerns. Very supportive and professional with extensive experience with the association and project Project High High Leading Leading management. Ensure all documentation is accurate Sponsor and up-to-date. Hold weekly meetings to provide informal updates Extremely busy and involved on some of the other PM Expo projects , Short staffed. Concerned about implementing a new technology with tight timelines. Manager, Low Low Neutral Supportive Worried this will delay marketing campaigns and Marketing impact the targeted number of virtual attendees. Meet informally for coffee and provide updates on testing and project schedule. 9 UN I VERSIT Y OF TO RONTO ~ SCH OOL 0 1 CONT INUING ST UOIE~ 41  Customer Feedback The iterative and adaptive approach agile is based on customer feedback: - New features - Backlog prioritization - Elimination of waste - Confirmation of value delivery Agile project teams may include the customer in Sprint and Release retrospectives in order to get direct feedback 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 42  EDI and Proiects Equality - Gender equality positively impacts financial performance Diversity Increases task conflict which improves team learning and leads to higher product quality Disputes are harder to resolve When leading teams, adopt policies that favour diversity and use digital technologies to help avoid or reduce conflicts. Inclusion Adding more stakeholders can be both positive and negative Increases project performance and stakeholder engagement Potentially greater disappointment in stakeholders Source 1: Equality, Diversity and lnclus,on m the Field of Project Management, PM/, 2022 9 UN IVERS IT Y OF TORONTO httpsJAvivw pm1 orglleam,nqA1brarylequa/Jty-d1vers1ty-mclus1veness-proIect-manaqement-13474 Source 2: Pulse of the Profession, A Case tor Diversity, Projed. Management, PM/, 2022 ~ SCHOOL 0 1 CONT INUING ST UOIE~ hhps ,lwww pm, org/1earmoo,thought-leadersh1plpulse/a-case-for-d1verstty 49 Q Stakeholder Engagement - Questions IC-3.5 IC-3.6 1. Engaging stakeholders should be done_ _ a. at the start of the project b. throughout the project c. only as required d. when requested by the sponsor 2. In addition to meeting scope, schedule, and cost goals, another way to measure project success includes a. increasing shareholder value b. increasing productivity c. satisfying the customer/sponsor d. innovation and creativity Answers available via Interactive Content on Quercus 50 ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Goals of Team Development Developing trust and team loyalty to the project Establishing consensus on project's goals and objectives Establishing collegial working environment Cross-fertilization of ideas, for creativity and innovation Respect for the Project Manager Establishing team spirit and morale Gaining commitment to open communication 46  Team Motivation What will motivate a team? Why will they do what they do? Intrinsic motivation: - Participate for their own enjoyment Extrinsic motivation: - Do something for a reward or to avoid a penalty Relevant organizational theories: - The Maslow's Hierarchy of Needs - The Herzberg Motivation and Hygiene Theory - McClelland's Acquired-Needs Theory - McGregor's Theory X and Theory Y - Thamhain and Wilemon's Influence Bases 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 47  Maslow's Hierarchy of Needs Physiological - Air, water, food Safety and Security Shelter, lack of physical mental abuse, low crime environment Social - Friendship, group 4. Esteem belonging , sense 3. Social Est&efn>mmunity 2. Safety and Security - Personal achievement, recognition, respect 1. Physiological Self Actualization - Sense of fulfillment, working to full potential 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 48 iJ~ Maslow's Hierarchy of Needs - Virtual Conference Physiological : - Flexible working schedules - Pay and benefits Safety and Security: = Expe~~t,i~m j,Qbraecurity S©ataliment - Friendly and informal 4. Esteem ~~ /nclusive team building 3. Social - Recognition by the team for your capabilities 2. Safety and Security Self-Actualization: 1. Physiological - Challenge working on a unique project for the organization 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 49  Herzberg's Motivational and Hygiene Factors Motivational Factors - Produce job satisfaction and motivate people to be more productive: Achievement Responsibility and recognition Advancement and growth Hygiene Factors - Cause dissatisfaction if not present, but do not motivate workers to do more: Across the board salary increases Supervisory authority More attractive work environment 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 50 Additional Motivation Organizational Theories lvlcClelland's Acquired-Needs Theory: - Achievement: people with high need to achieve tend to avoid low- risk or high-risk situations - Affiliation: people with high need of affiliation need harmonious working relationships - Power: people with high need for power need to direct others or may want to organize others McGregor's Theory X and Theory Y: - Classical Systems Theory X: employees dislike and avoid work - Human Relations Theory Y: employees consider work as natural as play or rest Thamhain and W ilemon's Influence Bases: - Project managers often have staff who do not report directly to them ~ UN I VE MIT Y I l:;lJ~0 J)Jeory looks at methods they use to "influence" reports ~ SCHOO L 01 CONT INU ING ST UOIE~ 51  ~ Covey's Effectiveness Research IC-1.8 1. In The 7 Habits of Highly Effective People, Stephen Covey outlines how to help teams become more effective 1. The 7 habits include: 1. Be proactive 2. Begin with the end in mind 3. Put first things first 4. Think win/win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 52 1. Anticipate and plan for problems 2. focus on the value of the projects not just the details 3. work on the important things first not the easiest 4. present win-win strategies to avoid conflict and create success for the entire team 5. use empathetic listening and put yourself in the other person's shoes 6. promote collaborations the more hands on deck makes easier work 7. avoid burnout,take time to retrain and re-energize  Tuckman's 5 Stages of Team Formation Forming: - Introduction at initiation; high morale - When new members join the team Storming: - Differing opinions emerge, conflicts appear - Team members test authority; low morale Norming: - Developed common working patterns - Procedures established; morale rebuilt Performing: - Working towards team goals - Productive, morale high Adjourning: - Dissolution of the team 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 53 ~i ~ Stages of Team Building - Website IC-2.4 Storming Norming Forming Performing Adjourning I... Team + + + + o~t~~~ I- - ii@l , l.1 I l l - ~~~-►---·.._ UN IVERSIT Y OF TO RONTO Recognize ~ SCHOO L 0 1 CONT INU ING STUOIE~ 54  Team Building Tools Myers-Briggs Type Indicator (MBTI) - The Myer-Briggs Schema categorizes people according to where they lie on four dimensions: Perception of and Attitude Towards Reality Dimensions - The Extravert-lntrovert Dimension (E/1) - The Sensing-Intuitive Dimension (S/N) Interpretation of and Reaction to Reality Dimensions - The Thinking-Feeling Dimension (T/F) - The Judging-Perceiving Dimension (J/P) Wilson Learning's Social Styles Recognition and Rewards 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 55  Myer-Briggs Personality Types Check out your own "type" www.humanmetrics.com/cgi-win/jtypes2.asp ESTJ Sponsor/CEO Extrovert or Introvert ENTP Program Manager Sensing or Intuition Entrepreneur/ ENTP Visionary/Innovator Think or Feel Accountant/ ISTJ Technical Administrator t or t Social Worker/ ESFJ Social Agency Advocate 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 56  ~ Wilson Learning's Social Styles IC-1.9 Categorizes people on four behavioral profiles -Check out your own "social style" www.proprofs.com/quiz-school/story.php?title=what-is- my-social-style Task-directed responsiveness Ill Ill... "C Qj CJ Ill Qj C: Analytical Driver Ill Ill Cl) ~ ~ Qj.!::: Qj > - ;:i. a.::;· :e