Project Management

1. Project Management LectureProject Teams

2. Overview • What happens in teams • team lifecycle • Team Roles • Belbin • Motivation • Maslow/Herzberg

3. Team Lifecycle

4. 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

5. 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

6. 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

7. 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

8. Belbin Roles • Do the Belbin questionnaire!

9. 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

10. CW/Implementer • Characteristics • conservative, dutiful, predictable • Strengths • Organising ability, practical common sense, hard working, self-disciplined • Weaknesses • Inflexible, slow to respond to new possibilities

11. 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

12. Shaper/Team Leader • Characteristics • Highly strung, outgoing, dynamic • Strengths • Drive and readiness to challenge ineffectiveness and complacency • Weaknesses • Prone to provocation, irritation and impatience

13. Plant/Innovator • Characteristics • Individualistic, serious minded, unorthodox • Strengths • Genius, imagination, intellect, knowledge • Weaknesses • Inclined to disregard practical details • “up in the clouds” • Poor communicator

14. 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.

15. Monitor/Evaluator • Characteristics • Sober, unemotional, prudent • Strengths • Judgement, Discretion, hard-headedness • Weaknesses • Lacks inspiration or the ability to motivate others

16. 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

17. 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”

18. 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’

19. Belbin Roles • Best applied to existing teams in order to help members analyse their role and behaviour

20. 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

21. 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

22. 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 - McGregor

23. 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

24. Motivation Achievement Recognition Work Responsibility Advancement Hygiene Company Policy and Administration Supervision technical interpersonal relationships Salary Working conditions Motivation - Herzberg

25. 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?

26. 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

27. 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 Review of PM material

28. References • Hughes and Cotterell “Software Project Management” • Cadle and Yeates “Project Management for Information Systems” • Belbin “Management Teams” • A useful link • http://www.cw360ms.com/pmsurveyresults/index.asp