Chapter I : Managing Projects within Organizations

Develop Project Team process

Involves improving the competence and skill levels of both individual team members and the
team as a whole. Also about fostering better teamwork and building a productive team
environment

Manage Project Team process

Tracking team member performance, giving feedback, resolving issues and handling changes.
Goal is to optimize team performance over the course of a project and improve the team
environment as required

Inputs needed to carry out the Develop Project Team process

- Resource calendars
- Human Resource Management Plan
- Project staff assignments

Objectives in developing a project team

- Improving knowledge and skills

- Encouraging trust and agreement
- Creating a dynamic and unified team

Project Manager responsibilities for developing a team

- Motivating the team

- Encouraging high performance
- Embracing cultural diversity
- Promoting individual development

Ways a culturally diverse team add value to a project

- Provides unique ways of thinking and problem solving

- Generates collaborative ideas
- Fulfills the needs of multinational customers
Promoting individual development

Providing individuals with opportunities to further develop and enhance their skills and
knowledge

Characteristics of highly effective teams

- Energetic and enthusiastic

- Motivated
- Creative
- Problem solvers
- Trusting

Human Resource Management Plan

- Subsidiary plan of the Project Management Plan

- Provides guidance for the developing, defining, managing and controlling a project's human
resources

Key areas of information in the Human Resource Management Plan

- Project Roles and Responsibilities

- Project Organization Chart
- Training Needs
- Staffing Management Plan

Project Roles and Responsibilities list

- Contains information about each team members role on the project

- Levels of authority, responsibilities and competencies
- Helps predict how team members will interact
- Helps identify opportunities for professional development, recognition and reward

Project Organization Chart

- Graphically represents the team members their relationships

- Use to identify the natural subgroups within a team
- Helps with planning team-building exercises or similar development activities
Training Needs

- Part of the Staffing Management Plan

- Identifies team members requiring training benefiting the project
- Important to team development in accounting for need to improve team member skills

Staffing Management Plan

- Contains information regarding recognition and reward strategies

Inputs to developing a project team

- Project Staff Assignments

- Human Resource Management Plan
- Resource Calendars

Tools and Techniques used in Developing Team process

- Interpersonal Skills
- Ground Rules
- Co-location
- Training
- Team-building Activities
- Recognition and Rewards
- Personnel Assessment Tools

Interpersonal Skills used in Team Development

- Listening & Empathy

- Negotiation
- Persuasion & Influence
- Group Facilitation

Ground Rules

Define and describe expected and accepted behavior

Advantages of Ground Rules

- Outlines expected behavior
- Promotes shared responsibility
- Decreases misunderstandings
- Increases productivity

Benefits of Co-Location

- Good will
- Empathy
- Sense of community
- Enhanced collaboration

Main goals of Team Building

- Build Trust
- Facilitate Open Communication
- Build Leadership

Common Team Building activities

- Ice-breakers
- Group lunch
- Facilitated training sessions or retreats
- Team sports

5-Stages of Team Building

- Forming
- Storming
- Norming
- Performing
- Adjourning

Forming Stage

- Initial phase of Team Building in which team is assembled for specific project
- Roles and Responsibilities are assigned
- Team members are reserved, formal and independent
Storming Stage

- Second phase of Team Building

- Team begins to address project work and make decisions
- Power positioning
- Conflicts

Norming Stage

- Third phase of Team Building

- Team more settled with accepted roles
- Energy focused on project work

Performing Stage

- Fourth phase of Team Building

- Team members trust one another and work well together
- Most productive stage
- Team members work through issues effectively

Adjourning Stage

- Fifth and final phase of Team Building

- Project completion and dismissal of team

Two elements affecting the need for Team Building

- Team Performance
- Conflct

Events or occasions warranting a critical need for team building

- Project initiation
- Conflict
- Change
- New team member

Desirable behaviors
Actions that are beneficial to the project
- Excellent Performance
- Working overtime to meet deadlines
- Talking on additional tasks to help the team achieve objectives

Major output to the Develop Project Team process

- Team Performance Assessments

- Updates to Enterprise Environmental Factors (Project Documentation)

Indirect Measures

Skills team members bring to a project

- Job-related
- People-related
Measure early to develop performance baseline

Direct Measures

Quantifiable indicators

Performance assessment criteria

- Relevant
- Objective
- Measurable

Appropriate indicators to measure performance

- Objectives
- Schedule
- Budget

Two types of appropriate outcomes used as direct indicators of team peroformace

- Task-oriented
- Results-priented
Task-oriented Outcomes

- Related to what the team does on the job

- For a task to be an appropriate indicator, team members must perform it

Results-oriented Outcomes

- Related to the effects of the team efforts or finished product

- Measures how close the team comes to meeting objectives, schedule and budget

Job-related Qualities

Indirect performance measure used to determine abilities, skills and competencies required to
complete assignments

People-related Qualities

Indirect performance measure used to determine qualities that help the team perform better.
Active listening, coaching and effective communication

Steps for assessing team performance using indirect measures

- Develop Questionnaire
- Evaluate results
- Conduct own assessment
- Compare
- Document recommendations

Outputs needed to execute the Develop Project Team process

- Resource Calendars
- HR Management Plan
- Project Staff assignments

Team Cohesiveness Qualities

Indirect performance measure designed to assess the team by how willing the members are to
help one another

Manage Project Team output examples

- Update to the Project Budget due to a union agreement that all project staff receive raises
- Update to the procedures for handling conflict
- Update to the organization's database of employee skills
- A change in Staffing Management Plan

Tools and Techniques used when managing a project team

- Interpersonal skills
- Project performance appraisals
- Conflict management
- Observation and conversation

Issue Log

- Input to Manage Project Team process

- Used to monitor project problems and ensure resolution by target date

Organizational Process Assets

- Input to the Manage Project Team process

- Used to guide reward and recognition systems

Work Performance Reports

- Input to the Manage Project Team process

- Used to assess how well the team is satisfying the requirements outlined in the Project
Management Plan

Project Staff Assignments

- Input to the Manage Project Team process

- Used to identify all team members
Team Performance Assessments

- Input to the Manage Project Team process

- Used to determine how well the team is functioning

Human Resource Management Plan

- Input to the Manage Project Team process

- Used to identify team members' roles and responsibilities

Manage Project Team processes

- Tracking Performance
- Providing Feedback
- Resolving Issues
- Managing Changes

Key skills of effective team management

- Conflict Management
- Negotiation
- Leadership
- Communication

Inputs to Manager Team process

- Project Staff Assignments

- Human Resource Management Plan
- Team Performance Assessments
- Work Performance Reports
- Issue Log
- Organizational Process Assets

Project Staff Assignments

- Identify all the members assigned to work on a project

- Used to identify who's on the project team and whose contributions must be monitored and
evaluated
Human Resource Management Plan

- Defines roles, responsibilities, level of authority and required level of competency for each
team member
- As input to Manage Project Team process, provides a clear indication of what is expected of
each team member

Team Performance Assessments

- Input to Manage Project Team process

- Periodically conducted my management team to assess project progress
- Formal or Informal
- Account for indicators such as Turnover, Dynamics, Skill Levels
- Enables Project Managers to identify and resolve problems, reduce conflict, improve
teamwork
- Also used as basis for data recorded in performance reports

Work Performance Reports

- Input to Manage Project Team process

- Illustrate degree project team's performance corresponds/deviates from performance
baseline levels
- Measured in Schedule, Cost, Quality, Scope Control
- Data helps Project Mangers identify and resolve performance problems, plan future human
resource requirements, make appropriate updates to Staffing Management Plan

Issue Log

- Input to Manage Project Team process

- Used to track issues in conjunction with conflict management
- Record of problems and resolutions

Organizational Process Assets

- Input to Manage Project Team process

- Includes Company policies and structures related to recognition and reward systems
(Bonuses, Company recognition systems, apparel, certificates, etc.)
Manage Project Team process techniques

- Observation and Conversation

- Project Performance Appraisals
- Conflict Management
- Interpersonal Skills