Professional Practices

SS-301

Ehtesham Raza,
Assistant Professor,
Govt. Murray College,
Sialkot.
 Managing
Teams and their
Conflicts in IT
Projects
 PROJECT TEAMS
• The Project Team is the group responsible for
planning and executing the project. It consists
of a Project Manager and numbers of Project
Team, who are brought in to deliver their tasks
according to the project schedule
• A project team is a team whose members
usually belong to different groups, functions and
are assigned to activities for the same project.
• A team can be divided into sub-teams according
to need. Usually project teams are only used for
a defined period of time
• "Teamwork makes the dream work,
• but a vision becomes a nightmare when the leader has a big dream and a bad team.“ John
C. Maxwell
 Conflicts in Team
1. Lack of Team work
2. Team Members do not get along with one another
3. Team Members that are difficult to manage
4. Wide range of experience and knowledge among team
members
5. Project or Work Leader who is Junior and Lacks Experience,
6. Substantial Turnover among Team members,
7. Lack of Motivation,
8. Not much Communication among team members and Outside
of the team,
9. New Team Member has to be socialized into the group,
10. Team Member performance that does not seem to improve
over time,
11. Too much time spent in meetings
 1-Lack of Teamwork-Discussion
Misunderstandings about teamwork in IT.
One is that If two people work together, the work is
slowed down

Lack of teamwork slowdown the process of gaining

knowledge through experience to junior person. For these
reasons we view teamwork as essential for IT success

If this were the case, then teamwork would be discredited

and there would be no project teams
 1-Lack of Teamwork
Impact:
First, without effective knowledge sharing, you become over
dependent on a few people.
Second, it is more difficult to detect problems if people work in
isolation.
Third, it is easier to grow skills if there is teamwork.

Action:
First, Implement joint tasks as soon as possible
Second, Provide opportunities for sharing of information and
knowledge in the IT meetings
Third, Move the ownership of the idea to the staff
 2-TEAM MEMBERS DO
NOT GET ALONG WITH ONE ANOTHER
Some people see themselves in competition with other IT staff. As
such, they do not want to share knowledge.
Another factor that contributes to this problem is that through
training and culture, the individual is favored over the group.

Some organizations have no significant turnover of staff. People come

in contact and work with each other over many projects and years.
The project leader often has little choice regarding the team’s
composition
It is natural that different departments or individuals may see things
from their own perspective.
 2-TEAM MEMBERS DO
NOT GET ALONG WITH ONE ANOTHER
IMPACT
In a team, the outcome of conflict can be poison to the rest of the
team.
The problem can grow to the point where people dislike to be in the
same room or meeting with the people whom do not get along.
This can have a severe negative impact on morale and productivity.

ACTION
You should move to a lower level of detail.
For technical staff, you should pretend or act like you are indifferent
and keep asking “Why?” or saying “I do not understand. Help me
here.”
 3-TEAM MEMBERS THAT ARE
DIFFICULT TO MANAGE
First, in IT some people have big egos because of
their technical knowledge and/or degrees.
Second, Many people grow up as single children.
Third, The IT managers may tell some persons that
their work is critical and that they are the only ones
who can do it, making them feel more important.
 3-TEAM MEMBERS THAT ARE
DIFFICULT TO MANAGE
IMPACT
• They may not take direction well.
• They may work along at their own pace
• There may be problems and shortcomings in the quality of the
work.
• This later has to be redone

ACTION
A good approach is to assign them short-term tasks that you
will then closely review.
For later work, make sure to divide their tasks in such a way
that you review their work every two weeks.
 4-WIDE RANGE OF EXPERIENCE AND
KNOWLEDGE AMONG TEAM MEMBERS
Today, the situation is very different.
First, business processes are more integrated and
complex. They cross multiple departments. This
trend is continuing.
For example, in the deployment of RFID in retailing
and distribution, you integrate warehousing,
logistics, and supplier chain management. Then you
can throw in sales and store performance as well.
 4-WIDE RANGE OF EXPERIENCE AND
KNOWLEDGE AMONG TEAM MEMBERS
IMPACT
Diversity in skills and knowledge can be a strength, but it can also
raise problems.
One impact is that it can take longer to resolve questions and
situations.

ACTION
You might consider holding meetings in which different people
share their experiences and knowledge.
This can not only facilitate more knowledge sharing, but can also
help build a common view of the work.
 5-PROJECT OR WORK LEADER WHO
IS JUNIOR AND LACKS EXPERIENCE
Some managers place insufficient importance on project
management.

Another reason is that some larger organizations adopt a

standardized method, such as Prince2, PMBOK, or some other
method.

Such methods provide a general framework. However, they do not

provide the general how-to techniques that are essential
for project management success.
 5-PROJECT OR WORK LEADER WHO
IS JUNIOR AND LACKS EXPERIENCE

IMPACT-

• The junior person does not recognize the potential seriousness and
effect of issues that arise in the work.

• A junior person may lack sensitivity and get managers or team

members angry.
 5-PROJECT OR WORK LEADER WHO
IS JUNIOR AND LACKS EXPERIENCE
ACTION-
Rotate project leaders over time so that there is variety and more learning.

Have the project leaders get together now and then to share experiences
— like sharing experiences at the end of the day.

First, since you are doing it across the board, they cannot say they have been
singled out.

Second, point out that there is a need to share knowledge.

Third, you can get the senior project leader on board by having him or her
delegate tasks to the junior project leader.
 6-SUBSTANTIAL TURNOVER AMONG
TEAM MEMBERS
People are pulled off of the work because of more
important or emergency tasks.

An individual may be promoted or move to another

organization.

There can be personal problems.

Users may be pulled from a project due to year-end

closing, the need to generate reports, etc.
 6-SUBSTANTIAL TURNOVER AMONG
TEAM MEMBERS
IMPACT-

Any new person will take time to get up to speed and be

effective.

Time is needed for socialization into a team.

More time is required for learning.

 6-SUBSTANTIAL TURNOVER AMONG
TEAM MEMBERS
ACTION-

Assign more joint tasks so that work is shared. This lessens

the damage if one person leaves.

Assign tasks that are two weeks in duration, with

milestones. This will limit the damage if someone leaves.

Have individuals relate their experiences and how and

why work was addressed, to share knowledge.
 7-LACK OF MOTIVATION

IT can evidence motivation problems.

People feel they are stuck in their jobs.

They may feel that their work is not that

important.
 7-LACK OF MOTIVATION
IMPACT-
They may work on other things that give them more
satisfaction.

ACTION-
At the start of the project, have the team members give
you a copy of their resumes. Then have them update these
assuming that the project was completed successfully and
they did good work. This will help them to define goals in
the project and work for themselves.
 8-NOT MUCH COMMUNICATION
AMONG TEAM MEMBERS
Teamwork in many IT groups is just a word. It is not really
implemented.

People come together in meetings and relate status and

then retreat to their cubicles.

There is no real teamwork.

 8-NOT MUCH COMMUNICATION
AMONG TEAM MEMBERS
IMPACT-
If people do not communicate, it is more difficult to detect problems and
potential issues early.

Moreover, the problems may be more severe.

ACTION-
Devote time in meetings to general, aimless discussions of work.
• Try to assign several people to investigating a problem or situation.
• Hold some short social get-togethers once a week.
• Do not cut off discussions. Be more flexible.
9-NEW TEAM MEMBER HAS TO BE
SOCIALIZED INTO THE GROUP
You have undoubtedly seen the following:
A new person is hired. He or she is introduced in a
meeting.

Then the new hire seems to disappear

9-NEW TEAM MEMBER HAS TO BE
SOCIALIZED INTO THE GROUP
IMPACT-
The new employee can become isolated and quickly lose
motivation.

ACTION
Introduce them and then discuss their roles and
responsibilities
 10-TEAM MEMBER
PERFORMANCE THAT DOES NOT
SEEM TO IMPROVE OVER TIME
This happens in both business units and IT. Individuals
meet a certain standard of performance.

Expectations from management are then matured.

10-TEAM MEMBER PERFORMANCE THAT
DOES NOT SEEM TO IMPROVE OVER TIME
IMPACT
If people continue to work at the same level of performance, they may have
trouble meeting new challenges that arise in any job.

In addition, performance levels may actually start to fail.

ACTION-
Have as a stated goal in your organization to increase performance and
capabilities over time
Introduce them and then discuss their roles and responsibilities.

Have them talk about their past job in terms of experience, knowledge, etc.
Encourage them to tell stories.
 11-TOO MUCH TIME SPENT IN
MEETINGS
In almost all of our positions as managers or staff,
meetings have been a curse.

In our discussion in this chapter we have encouraged more

meetings.

Meetings take time. They also consume energy. Meetings

are obviously essential, but they should be managed.
 11-TOO MUCH TIME SPENT IN
MEETINGS
IMPACT-
Many meetings have no defined agendas. In some meetings no one sticks to the
agenda. Action items are identified, but then there is no follow-up.
The result is that the same topics have to be reworked in the next meeting.
Overall, too many meetings can lead to morale and motivation issues.

ACTION-
The first guideline to distribute is to have people plan meetings better.
They should ask what topics and actions are expected of the meeting. Also, have
people ask the following three questions.
•What if the meeting were not held? What would happen?
•What is the minimum number of people needed in the meeting?
•What if the meeting were deferred for a day or a week?
 Benefits of Teamwork
1. It Boosts Productivity
2. It Provides a Support Network
3. It Encourages Innovation
4. It Improves Morale
5. It Attracts Talent
6. It Establishes Strong Relationships
7. It Improves Service
8. It Allows Flexibility
9. It Teaches Conflict Resolution Skills
10. It Advances Your Career
 Groups
Groups where people get along, feel die desire to contribute
to the team, and are capable of coordinating their efforts may
have high-performance levels.
Functions of Group:
•Working on a complex and independent task that is too complex for an individual
to perform and that cannot be easily broken down into independent tasks.
•Generating new ideas or creative solutions to solve problems that require inputs
from a number of people.
•Serving liaison or coordinating functions among several work groups whose work
is to some extent independent.
•Facilitating the implementation of complex decisions. A group composed of
representatives from various working groups can coordinate the activities of these
interrelated groups.
•Serving as a vehicle for training new employees, groups teach new members
methods of operations and group norms.
 Types of Groups
Basis for
Formal Group Informal Group
Comparison
Groups created by the Groups created by the
organization, for the purpose employees themselves,
Meaning of accomplishing a specific for their own sake are
task, are known as Formal known as Informal
Groups. Groups.
Formation Deliberately. Voluntarily
Size Large. Comparatively small.
Depends on the type of Depends on the
Life
group. members.
Structure Well Defined. Not well defined.
Importance is given to Position. Person.
Relationship Professional. Personal.
Stretches in all the
Communication Moves in a defined direction.
directions.
Questions