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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

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project staff teams
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
working with people
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)
the mayers briggs type indicator
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
using a personal touch
Using a Personal Touch
  • Be supportive
  • Be clear
  • Learn something about the team members
  • Celebrate special occasions
  • Be accessible
team efficiency cohesiveness
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
structuring teams
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.
empowerment and team identify
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
understanding finance budgets
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.