Leading Projects Week 4 Part 1 PDF

Leading Projects in an Organizational Context BUSN 10276 Class 4 Sandra Napoleone 1  Summary What’s been covered so far? Business modern, traditional Organizatio...

Leading Projects in an Organizational Context BUSN 10276 Class 4 Sandra Napoleone 1  Summary What’s been covered so far? Business modern, traditional Organizational structures (3 types) Divisional, Functional and Matrix Working in organizational structures with teams McKinsey 7 S Motivation – team and individual 2  Today Focus is on Project teams Building a team, motivation, Tuckmans theory Project management with project teams What to be aware of, how to manage and navigate competing instincts we may have Team dynamics What they are all about and how to work with them Assignment #1 Due Oct 2 2024 3  Team and Team Work Team - a group of individuals with complementary skills who depend upon one another to accomplish a common purpose or set of performance goals for which they hold themselves mutually accountable. Teamwork - is the collaborative effort of a group to achieve a common goal or to complete a task in an effective and efficient way. Teamwork is seen within the framework of a team, which is a group of interdependent individuals who work together towards a common goal. Wikipedia 4  Content Project Teams Disadvantages Advantages Conflicts amongst team members Timely execution of projects Lack of participation from team Sharing of ideas and multiple members viewpoints Competition amongst team Multiple areas of specialty members Helping each other achieve the Delay in work completion as a result tasks. of conflict Group encouragement Clash of egos and ideas Skill developments from working in a Misunderstanding, diverse team. miscommunication Networking amongst team members Lack of the team management skills 5 Team Member Considerations Skillsets Motivation Team Composition(construction) 6  Skillsets Collaborative, problem solving Conflict resolution Communication Ability to create and achieve team goals and individual goals Planning and co-ordination skills 7  Motivation Intrinsic - is when you engage in a behavior because you find it rewarding. You are performing an activity for its own sake rather than from the desire for some external reward. The behavior itself is its own reward. Extrinsic - is when we are motivated to perform a behavior or engage in an activity because we want to earn a reward or avoid punishment. You will engage in behavior not because you enjoy it or because you find it satisfying, but because you expect to get something in return or avoid something unpleasant. 8  Motivation Intrinsic Motivation Examples Extrinsic Motivation Examples Participating in a sport because you Participating in a sport to win find the activity enjoyable awards Cleaning your room because you Cleaning your room to avoid like tidying up being reprimanded by your Solving a word puzzle because you parents find the challenge fun and exciting Competing in a contest to win a Studying a subject (like Project scholarship management), you find fascinating Studying because you want to get a good grade 9  Motivation What is team motivation? A motivated team is a team that gives its absolute best effort. It is a team that is characterized by many benefits, such as a high level of commitment, innovation, and energy in the workplace. As a result, it is a team that often works well together and thrives, meets goals, and achieves over the odds. teambuildinghub.com 10  Team Composition What departments make up theteam? Internal or external to the organization? Specialists or generalists? Number of people (small team, larger team, virtual, in- person) Work towards a balance of diverse members who share goals – you can consider education, geography, experience in the industry or with subject matter 11  Leading Project Teams PMI Common aspects of Team Development Vision and objectives – ‘essential that everyone is aware of the project vision and objectives. The vision and objectives are communicated d throughout the project. This includes referencing the intended outcomes when the project team is engaged in make decisions and problem solving.’ Roles and responsibilities – ‘important to make sure project team members understand and fulfil their roles and responsibilities. This can include identifying their knowledge gaps and skills as well as strategies to address those gaps through training mentoring and coaching.’ SOURCE – PMBOK Guide v7.0 12  Leading Project Teams PMI Common aspects of Team Development Project team operations - how the team operates, day to day, communicates, makes decisions, agrees to disagree, operating standards Guidance – providing guidance to the team as a whole or to individuals on particular tasks or deliverables. Growth – highlight where the team excels and point out areas where they are opportunities for the team to grow. As a collective the team can identify goals to improve on and can take steps to achieve them. SOURCE – PMBOK Guide v7.0 13  Project Team Culture Team culture - something that may be established deliberately(formally) by developing team norms, or informally through the behaviours and actions of team members. The team culture operates within the organizations culture but reflects the team's way of working. Source PMBOK Guide v7.0 As a PM you play a vital role in establishing and maintaining a respectful, safe, productive and non-judgemental environment with and for the team. 14  Leading Teams Many things to consider and be aware of when leading teams: Note where they are at as a team and meet them where they are What stage of their development are they at? Growth(learning), new team, mature(been together for some time) What stage are you at in the project? Beginning, middle, end? What changes are coming or have come that you may still be working through? What else would you add to this? 15  Working, Team Agreements Working agreement - provides an agreed upon set of guidelines for a Scrum Team to follow, so everyone understands what is expected as they work together in pursuit of delivering value. A team can use a working agreement to help them work toward self-management. A Scrum Team creates the team working agreement collaboratively. Scrum.org Team contract - is a set of basic principles and standards for working together in order to create a supportive and productive team environment. Often it is referred to as a set of ‘ground rules’. Creating a mutually agreed team contract or set of ground rules can be useful in various team situations. Mindtools.com Project team charter – This document records the project team values, agreements, and operating guidelines, and establishes clear expectation regarding acceptable behavior by project team members. PMBoK v 7.0 16  Question Who’s responsible for making sure the working agreement is current? Who ensures it is followed? The PM may have no authority to enforce such a document – more of a “contract of conscience” 17  Building Teams Intention is to meet a baseline of values (common understanding), trustworthiness, respect, honest, strong work ethic / communications As a PM – what behaviors might you not tolerate on your team? What is your baseline for choosing team members? Desire to succeed and learn Track record of being a “team player” Not exactly like YOU! A unique combination of both tactical and people skills 18  Rewards and Recognition A “high performing” project team will “run on fumes” this is not sustainable and can surface poor behaviours. Consider Intrinsic Motivators like; Autonomy, Mastery (Growth), Purpose, Recognition Also include Extrinsic Motivators like; Gift Certificates, Time Off, Food! Extrinsic rewards may be of minimal value but the fact that you thought of it will go a long way. It’s the little things that count. A team knows and will build it’s reputation A PM can make or break a team True or False? 19  Virtual teams Advantages Wider talent pool Time Zones – allowing for “round the clock” working. Hybrid (in office- remote) Mega Hybrid (geographically, virtually and in office) Lower facility costs (overhead) Disadvantages Time Zones – meetings difficult Possible Cultural / Language Differences Trust harder to develop Less “Cohesion” 20  Tuckman’s Model Forming – team is getting familiar, they are uncertain of what's happening, are waiting to see how things go. As a leader, you provide clarity to your team. Remind them of the vision you’re striving toward, the goals that lie ahead. Storming - team members have become familiar with each other, storming ensues. Team members start challenging each other during this phase. Conflicts and misunderstandings are common occurrences during this stage.As a leader be observant, address issues individually, help with conflict if it arises 21  Tuckman’s Model Norming –is when the team has started a ‘rebuilding’ of sorts and has a deeper understanding. They set up guidelines, routines that work best for them, they find their rhythm. As a leader - you are less directive and more coaching, they still need you, but they now know best and are comfortable with how things are. Performing - magic happens, they know and trust each other, they can handle problems on their own. As a leader still needed but more and more in a coaching, and counselling role. Adjourning - characterized by a winding down of project activities and the release of team members back into their respective functional areas or onto new projects. As a leader, you provide celebration, acknowledgement, feedback and reflection. 22  Tuckman’s Model How it looks… important to note teams can and will go through th Stages over 23 Managing tasks and process Task Process Refers to “WHAT” the group is Refers to working on “HOW” the group is functioning 24  Managing tasks and process ‘What’ a team works on is determined during project initiation, detailed requirements sessions, etc. This is generally provided for the team and the team then with this information outlines how they will solve, build etc the ‘what’ 25  Managing tasks and process Task process - how groups accomplish their work Use structure, consistency Regular meetings, use agenda’s Generate ideas (creatively) Use collaborative techniques for making decisions and solving problems (consensus building, everyone is able to provide input) Create agreements and revisit them frequently ensuring they are still valid 26  Managing tasks and process Facilitate group decision making by using: Structured discussion principles Guidelines emphasize solution generation and analysis Second solutions Team must generate at least 2 other solutions Procedures for generating multiple perspectives Adopt perspectives of other stakeholders Use the ‘thinking hats method’ Appoint a devil’s advocate 27  Managing tasks and process Need both task and process efficiencies; how the team works is as important as what they work on Groups that emphasize content (what) and ignore their process(how) are just as likely to fail as groups that emphasize process at the cost of task 28  Wrap up If you understand motivation and how people interact with each other – a good leader can combine this knowledge with a caring and common sense to avoid the many problems which can occur in teams Sometimes the PM inherits a team and must make the best of it Other times a PM can build a team from a rich pool of talent. Either way … Great leadership can and does get the job done!!! 29  Summary Part 1 Focus is on Project teams Building a team, motivation, Tuckmans theory Project management with project teams What to be aware of, how to manage and navigate competing instincts we may have 30  Next week Review assignment #1 - Organizational behaviour e book Continue Project teams - Part 2 Group think Mgr vs Leaders On campus Assignment #1 Due Oct 3rd via myCanvas 31