Team Management PDF - Bilbao, December 2023

Team management Bilbao, December 2023 Vicente Rodríguez Montequín [email protected] Valeriano Alvarez Cabal [email protected] Área de Proyectos de Ingeniería-Universidad de Oviedo Project success: The Chaos Report Source: https://www.standishgroup.com/sample_research_file...

Team management Bilbao, December 2023 Vicente Rodríguez Montequín [email protected] Valeriano Alvarez Cabal [email protected] Área de Proyectos de Ingeniería-Universidad de Oviedo Project success: The Chaos Report Source: https://www.standishgroup.com/sample_research_files/CHAOSReport2015-Final.pdf Chaos factors of success Source: https://www.standishgroup.com/sample_research_files/CHAOSReport2014.pdf Emotional maturity is the collection of basic behaviors of how people work together. In any group, organization, or company it is both the sum of their skills and the weakest link that determine the level of emotional maturity.  Main project components CUSTOMER PROJECT MANAGEMENT COMPONENT PLANNING INFORMATION CONTROL COORDINATION DECISIONS OBJECTIVES TECHNICAL KNOW-HOW HUMAN ASPECTS TECHNICAL BASIS RECLUTMENT ENGINEERING TRAINNING BUILDING MOTIVATION ASSEMBLY TEAM MANAGEMENT TESTS LEADERSHIP PMBoK 7 2-Create a collaboration team envoronment  Projects are delivered by project teams.  Project teams often establish their own local culture.  A collaborative project team environment facilitates: ◦ Alignment with other organizations cultures. ◦ Team learning and development. ◦ Optimal contributions to deliver the desired outcomes. 6-Demonstrate Leadership Behaviors  Effective leadership promotes project success and lead to positive outcomes.  Leadership can be implemented by the project manager or any team member.  Leadership is different than authority.  Effective leaders adapt their leader style to the situation.  Effective leaders use different motivation techniques among team members.  Leaders demonstrate desired behavior in areas of honesty and ethical conduct. TIMETABLE  Introduction  Leadership  Team roles  Personality types  Motivation  Case study  Student tasks (Individual and group)  Teamwork, the Key Competence of the 21st Century “There’s an irony emerging in the corporate Adecco (2017) workplace: the softer the skills, the harder they are to find. Armed with staffing services, resumes, and references, employers can recruit experts in just about anything. But when it comes to personal attributes like creativity, the ability to collaborate effectively, and a strong work ethic, they often find themselves having to develop these skills from the inside-out.” KEY COMPETENCIES (WikiJob) 1. Teamwork 2. Responsability 3. Commercial Awareness 4. Decision Making 5. Communication 6. Leadership 7. Trustworthiness & Ethics 8. Results Orientation 9. Problem Solving 10. Organizational Skills Really 21st Century?  Workmonitor, 2016 “Nace de la necesidad para lograr retos que no se alcanzarían individualmente” “Cuando se trabaja en equipo, se aúnan las aptitudes de los miembros y se potencian sus esfuerzos, disminuye el tiempo invertido en las labores y aumenta la eficacia de los resultados” Randstad Un grupo de personas se transforma en equipo en la medida que alcanza cohesión. “Para ello se han de crear lazos de atracción interpersonal, fijar una serie de normas que dirijan el comportamiento de todos los miembros, donde la figura del un líder es fundamental, promover una buena comunicación entre el conjunto de integrantes, trabajar por el logro de los objetivos comunes y establecer relaciones positivas.” Introduction: The magical recipe What is a team? A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. [Katzenbach y Smith, 1993] 2+2=6 What makes the difference between a team that performs and one that doesn’t? https://wooclap.com Some key success factors for team working  All the members must know and  Some commom problems: share the goals ◦ Weak team identification /  All team members must be clear Individualism about their responsibility and the work assigned to them ◦ Poor commitment  Complementary skills (and ◦ Long period without visible personality traits) results  All must (efectively) cooperate ◦ Low autonomy for and see how their contribution is members valuable ◦ Lack of recognition of  (Wise) rewarding and punish performance. system  Leadership and motivation Las 5 C’s del trabajo en equipo (Tom Peters) Coordinación Confianza Comunicación Compromiso Complementariedad  What Google Learned From Its Quest to Build the Perfect Team: Project Aristotle  https://www.nytimes.com/2016/02/28/magazine/what-google- learned-from-its-quest-to-build-the-perfect-team.html Key point: groups norms  “Group norms” are the traditions, behavioral standards and unwritten rules that govern how we function when we gather ◦ One team may come to a consensus that avoiding disagreement is more valuable than debate; another team might develop a culture that encourages vigorous arguments and spurns groupthink. ◦ Norms can be unspoken or openly acknowledged, but their influence is often profound. Conclusions Which norms mattered most? What distinguished the “good” teams was how teammates treated one another: Members spoke roughly the same proportion (equality in the distribution of conversational turn-taking). “As long as everyone got a chance Understanding and to talk, the team did well.” influencing group Group members were good at intuiting how others felt based on their norms tone of voice, their expressions and other nonverbal cues. Communication It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves. A sense of confidence that the team will not embarrass, reject or punish someone for speaking up. Psichological “We had to get people to stablish psichologically safe environments” safety Empathy Work is more than just labor Look back Five factors for team success: 1. Psychological safety: How much risk team members perceive and what consequences they believe they may face when asking a question, suggesting a new idea, or owning up to a problem (in essence, the team members’ ability to trust others on the team). 2. Dependability: Members are able to rely on each other to complete required tasks. ◦ “Cuando mis compañeros de equipo dicen que van a hacer algo, lo hacen” 3. Structure and clarity: Each individual on the team has a specific role, understands his or her long and short-term goals, and sees how it contributes to the team’s overall objectives. 4. Meaning: Personal fulfillment derived from the person’s role or the team’s overall accomplishments. ◦ “El trabajo que hago para nuestro equipo es significativo para mí” 5. Impact: Members of the team feel their work is making a difference ◦ “Entiendo como el trabajo de nuestro equipo contribuye a los objetivos de la organización”  [email protected] Muchas gracias