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PROJECT STAFF TEAMS

2. Working with people. Working SmartDo Things Right the First Time (communication - reflection - undertakings)Set Realistic GoalsGet Technically Competent PeopleThomas-Kilman Conflict Mode Instrument,FIRO-B Awareness Scale etcPsychological Types (The Mayers-Briggs Type Indicators. Carl Jung

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PROJECT STAFF TEAMS

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    1. 1 PROJECT STAFF & TEAMS General issues: getting the job done- on time, within budget, and according to specifications. Other responsibilities: Who�s in Charge & which management styles? The Perfect Project Staff Member: organizational & psychological commitment Working with people The Mayers-Briggs type indicator Using a Personal Touch Team Efficiency & Cohesiveness Structuring Teams

    2. 2 Working with people Working Smart Do Things Right the First Time (communication - reflection - undertakings) Set Realistic Goals Get Technically Competent People Thomas-Kilman Conflict Mode Instrument, FIRO-B Awareness Scale etc Psychological Types (The Mayers-Briggs Type Indicators. Carl Jung 1923)

    3. 3 The Mayers-Briggs Type Indicator The Mayers-Briggs Type Indicator The Extravert-Introvert Dimension The Sensing-Intuition Dimension The Thinking-Feeling Dimension The Judging-Perceiving Dimension Applying Psychological Type Theory to: Select Staff; Diagnose the Roots of Conflict; Improve Relations with Staff; Self-Knowledge

    4. 4 Using a Personal Touch Be supportive Be clear Learn something about the team members Celebrate special occasions Be accessible

    5. 5 Team efficiency & Cohesiveness Team Efficiency: team performance that is actually achieved. Matrix-Based Frictions (lack of direct control over staff and material Resources) Poor Communication (end rather than means). Nr of communication channels n(n-1)/2 Information disease, garbage messages Poor Integration

    6. 6 Structuring Teams Isomorphic Team Structure: with project manager as integrator Specialty Team Structure: a variance of Matrix Ego-less Team Structure: high level of interaction. Western vs.. Japanese Surgical Team Structure: The surgeon define effectiveness. System integration.Needs a Surgeon and may end up with three bosses.

    7. 7 Empowerment and team identify Making the Team Tangible Effective Use of Meetings Collocation of Team Members Creation of Team Name Building a Reward system: Letters of recommendation, public recognition for good work, job assignments, flexible work time, job-related perquisites, new equipments, recommendation for cash awards or bonuses. Understanding Finance & Budgets

    8. 8 Understanding Finance & Budgets: Components of the Budget Direct labour costs Overheads: (rent, maintenance and utilities) are relatively fixed in relation to direct costs Fringe benefits. Auxiliary costs: travel expenses, consultant... Management Reserve: unanticipated problems 5 or 10% on projects with low level of certainty Budget Control: Variance analysis. Cumulative Cost Curve.

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