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CHAPTER 11:
UNIVERSITY OF FINANCE - MARKETING
FACULTY OF BUSINESS ADMINISTRATION MANAGING PROJECT TEAMS

CHAPTER 11:
MANAGING PROJECT TEAMS

Course ID number: 1931101013902

QUẢN TRỊ DỰ ÁN

Coming together is a beginning.

Keeping together is progress.
Lecturer: Dr. PHAM HAI CHIEN Working together is success
January, 2021
Faculty of Business Administration —Henry Ford —
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LEARNING OBJECTIVES CHAPTER OUTLINE

1. Identify key characteristics of a high-performance project 1. The Five-Stage Team Development Model
team.
2. Distinguish the different stages of team development. 2. Situational Factors Affecting Team Development
3. Understand the impact situational factors have on project 3. Building High-Performance Project Teams
team development.
4. Identify strategies for developing a high-performance project 4. Managing Virtual Project Teams
team.
5. Project Team Pitfalls
5. Distinguish functional conflict from dysfunctional conflict and
describe strategies for encouraging functional conflict and 6. Summary
discouraging dysfunctional conflict.
6. Understand the challenges of managing virtual project
teams.
7. Recognize the different pitfalls that can occur in a project
team.
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2. SITUATIONAL FACTORS
1. THE FIVE-STAGE TEAM DEVELOPMENT MODEL
AFFECTING TEAM DEVELOPMENT

1. There are 10 or fewer members per team.

2. Members volunteer to serve on the project team.
3. Members serve on the project from beginning to end.
4. Members are assigned to the project full time.
5. Members are part of an organization culture that
fosters cooperation and trust.
6. Members report solely to the project manager.
7. All relevant functional areas are represented on the
team.
8. The project involves a compelling objective.
9. Members are located within conversational distance of
each other.
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3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS 3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS

2. Conducting Project Meetings

 The First Project Team Meeting

 Establishing Ground Rules

 Planning Decisions

1. Recruiting Project Members  Tracking Decisions

 Problem-solving ability  Managing Change Decisions
 Availability
 Relationship Decisions
 Technological expertise
 Credibility  Establishing Team Norms
 Political connections  Managing Subsequent Project Meetings
 Ambition, initiative, and energy
 Familiarity
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3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS 3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS

3. Establishing a Team Identity 4. Creating a Shared

Vision
 Effective use of meetings
 Project vision is an image a
 Co-location of team members project team holds in
common about how the
 Creation of project team name project will look upon
completion, how they will
 Get the team to build or do something together early on
work together, and/or how
 Team rituals customers will accept the
project.
 Shared vision is the answer
to the question, “What do
we want to create?
 Visions can be surprisingly
simple.

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3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS 3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS

5. Managing Project Reward Systems 6. Orchestrating the Decision-Making Process

 Letters of commendation  Facilitating Group Decision Making

 Public recognition for outstanding work  Problem identification

 Job assignments  Generating alternatives

 Flexibility  Reaching a decision

 Follow-up

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3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS 3. BUILDING HIGH-PERFORMANCE PROJECT TEAMS

7. Managing Conflict within the Project 8. Rejuvenating the Project Team

 Encouraging Functional Conflict
 Managing Dysfunctional Conflict  Use a wide variety of “team-building” techniques to elevate team
 Mediate the conflict performance.
 Arbitrate the conflict
 Control the conflict  Link team-building activities with outdoor experiences
 Accept it
 Eliminate the conflict
 Apply both formal and informal ways

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4. MANAGING VIRTUAL PROJECT TEAMS 5. PROJECT TEAM PITFALLS

Developing trust and effective patterns of communication: 1. Groupthink

1. When to e-mail
 Illusion of invulnerability
2. When to use electronic bulletin boards
3. When to videoconference  Whitewash of critical thinking
4. When to use conference calls  Negative stereotypes of outsiders
5. When to fly
 Direct pressure
Additional tips for alleviating communication problems and
enhancing the performance of virtual teams 2. Bureaucratic Bypass Syndrome
1. Don’t let team members vanish
2. Establish a code of conduct to avoid delays 3. Team Spirit Becomes Team Infatuation
3. Establish clear norms and protocols for surfacing assumptions and 4. Going Native
conflicts
4. Use electronic video technology to verify work
5. Share the pain
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6. CHAPTER SUMMARY

1. Project managers (PM) often work under less-than-

ideal conditions to develop a cohesive team committed
to working together and completing the project to the
best of their abilities
2. PM have to recruit personnel from other departments
and manage the temporary involvement of team
members.
3. Be skilled at managing meetings, forge a team identity
and a shared vision that command the attention and
allegiance of participants.
4. Encourage functional conflict that contributes to
superior solutions while being on guard against
dysfunctional conflict that can break a team apart.
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