Chapter 05 Power Points

Contemporary Project Management
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 5
Leading and Managing Project Teams
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 5 Leading and Managing Project Teams
Kloppenborg, Contemporary Project Management, 4 th Edition. © 2019 Cengage. All Rights Reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 5 Core Objectives
• Describe stages of team development and strategies to move teams through

the project life cycle.
• Describe characteristics of a high-performing project team; assess your team
and how it can improve.
• Describe methods of team decision-making and when each type is most
effective.
Chapter 5 Behavioral Objectives
• Explain how to utilize and improve the project team relationship.

• Describe types of project management power and when each is appropriate.
• Describe sources of project conflict, how to resolve conflict, and a negotiating
process.
• Summarize how to develop high-performance traditional and virtual teams.
Gallup Consulting
“Gallup has studied more than 6 million people, and we have found that
individuals have much more potential for growth and productivity in areas of
great talent than areas of weakness…A strengths-based approach improves
team cohesion and generates better results. We have found that high-
performing teams are more likely to match individuals’ talents to assigned tasks
and emphasize individual strengths versus seniority in making personnel
decisions.”
Jim Asplund, Gallup Consulting
Acquiring the Project Team (1 of 2)
• Pre-assignment of Project Team Members

• Negotiation for Project Team Members
• On-Boarding Project Team Members
Acquire project team – “the process of confirming human resource availability

and obtaining the team necessary to complete project assignments.” PMBOK®
Guide
Acquiring the Project Team (2 of 2)
• Some core team members may be added after planning

• Subject matter experts (SMEs) may be added after planning
• Acquiring the project team involves pre-assignment, negotiation, and
on-boarding.
Pre-assignment of Project Team Members
• Include the implementers in planning when possible

• More details may be considered
• Greater buy-in and enthusiasm
• Ensures they are available when needed
• Bringing SMEs on board early may be costly
Negotiation for Project Team Members
• PM may need to negotiate with the functional manager

• Develop good relationships with functional managers
• Most projects will have a combination of experienced and inexperienced
resources
• PMs may need to persuade a worker to work on their project.
• PM wants to sell the person on the project.
• Core team members often need to be excellent generalists
• May need to recruit outside the parent organization
Recruiting Team Members from Outside of the
Organization (1 of 2)
EXHIBIT 5.1: TATRO, INC., STRATEGY FOR RECRUITING PROJECT TEAM
MEMBERS
Tatro, Inc., is a designer and builder of high-end landscape projects. Its
strategy is to retain its core strengths of securing contracts, designing
exceptional landscapes, and managing projects with demanding clients. It
subcontracts most other work, but wants to be very careful that the work is
done as well as possible. Tatro understands it needs to have self-motivated
workers who are very presentable to discriminating clients. Tatro primarily relies
on recommendations to identify potential workers. To screen potential workers,
Tatro performs extensive background checks. It examines previous work
performed by the worker, talks to previous clients, and attempts to ensure the
worker’s finances will allow him or her to be stable.
Recruiting Team Members from Outside of the
Organization (2 of 2)
At that point, it attempts to recruit these proven workers. Chris Tetrault,
president of Tatro, Inc., states that he uses a combination of four strategies to
recruit, as follows:
1. Pay well.
2. Pay quickly.
3. Provide signature projects for the workers to showcase their skills.
4. Try to get them to like me.
Source: Chris Tetrault, President, Tatro, Inc. Reprinted with permission.
On-Boarding Project Team Members
• On-board core team members during chartering

• Ensure members understand the project at a high level → enthusiastic
• Learn members’ personal motives
• Assign members to specific activities
• Develop a plan for members’ personal improvement
*See Exhibit 5.2
Develop Project Team
• Stages of Project Team Development

• Characteristics of High-Performing Project Teams
• Assessing Individual Member Capability
• Assessing Project Team Capability
• Building Individual and Project Team Capability
• Establishing Project Team Ground Rules
Project Team Progression Through Development
Stages
• Forming - develop team operating methods
• Storming – stress at the magnitude of the project
• Norming – feel part of the team
• Performing – feel close to team mates
• Adjourning – feeling of loss when team disbands
*See Exhibits 5.3 & 5.4
Stages of Project Team Development
• Most teams will still spend at least some time in most stages
• Some teams get “stalled” in an early stage and do not progress
• Setbacks for project teams can occur
• PM can help team through stages by understanding relationship issues and
tendencies
Develop project team – “the process of improving the competencies, team

interaction, and overall team environment to enhance project performance.”
PMBOK® Guide
EXHIBIT 5.6: Characteristics of High-Performing
Project Teams
• Ideals toward which
PM guides team
• Useful tool = Project
charter
Characteristics – Personal Values
• High need for achievement

• Understanding/acceptance of responsibility
• Commitment to self-directed behavior
• Put project needs before their own needs
• Willingness to consider alternative views
• Personal commitment to project.
Characteristics – Team Behavior Methods
• The right skill mix

• Help each other
• Constant focus on improvement
• Effective time and meeting management
• Strive for innovation
• Capture, share, and use lessons learned
Characteristics – Communications Methods
• Share information freely and widely

• Discuss important topics openly
• Report potential problems proactively
• Conduct frequent debriefings
• Overcome barriers
• Conflict over approaches is okay; personal conflict is not
Characteristics – Project Methods
• Agree on common goals and objectives

• Jointly plan the project
• Use charter to guide joint decision making
• Work together to accomplish activities.
• Proactively identify/ solve problems.
• Hold each other mutually accountable
Characteristics – Feelings For Team Members
• Recognize interdependence
• Show flexibility for how members contribute to the project
• Share risks with teammates & tolerate minor mistakes
• Understand, appreciate, like, & trust each other
• Share in strong project leadership
Characteristics – Personal Rewards
• Enjoyment of work
• High spirit & team morale
• Pride in being part of the team
• Satisfaction in project accomplishments
Characteristics – Project Results
• Persevering despite challenges

• Producing high-quality results
• Consistently meeting or exceeding stakeholder expectations
Characteristics-Agile teams
Agile teams are: 7 Desirable traits of Agile teams:

• Self-managed 1. Question everything
• Focused on project goals 2. Focus on innovation
• Strong communicators 3. Fail their way to success
• Able to make decisions quickly 4. Communicate thoughts & ideas
• Responsible 5. Deliver value
• Willing to trust their instincts 6. Change incrementally
7. Connect with their purpose
Assessing Individual Member Capability
1. Activity-specific knowledge and skills

Necessary to be strong
2. Personal planning and control individual performers
3. Personal learning
4. Organizational understanding Necessary to be valuable
5. Interpersonal skills and sensitivity team players
Assessing Project Team Capability
*See Exhibit 5.7
• Project teams with strong leadership are more likely to be successful
• Effective team leadership leads to mutual trust, respect, & credibility
• Cross-functional cooperation & support helps guide project through turbulent
times
• Planning & executing effective two-way communications is a major key to
success
• Staff the project with a combination of experienced & less-experienced
members
• People work hard and enthusiastically if they find their work stimulating &
believe they will be rewarded for it.
Building Individual and Project Team Capability
1. Demonstrate personal leadership.

2. Utilize project management tools.
3. Demand situational leadership.
4. Create a desirable team identity.
5. Teach personal responsibility.
6. Develop understanding & respect.
7. Use a learning cycle.
EXHIBIT 5.8: Project Team Capability Building Cycle
Cycle repeated:
• Within project stages
• At key milestones
• From project to
project
Source: Adapted from Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner, The
Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (New York:
Doubleday, 1994): 59–63.
Establishing Project Team Ground Rules
EXHIBIT 5.9: A DOZEN GROUND RULE TOPICS FOR PROJECT TEAMS
RELATIONSHIP TOPICS PROCESS TOPICS
1. Encourage participation. 1. Manage meetings.
Consistency Achiever Ground rules are acceptable
Includer Discipline
2. Discuss openly. 2. Establish roles.
behaviors adopted by a project
Communication Arranger team to improve working
Intellection Individualization
relationships, effectiveness, &
3. Protect confidentiality. 3. Maintain focus.
Deliberative Command communication.
Relator Focus
4. Avoid misunderstandings. 4. Consider alternatives.
Connectedness Analytical
Harmony Strategic
5. Develop trust. 5. Use data.
Belief Context
Responsibility Input
6. Handle conflict. 6. Make decisions.
Adaptability Activator
Empathy Restorative
Manage Project Team (1 of 2)
• Managing & Leading Project team includes:

• Keeping tabs on what is happening
• Assessing human performance in comparison with plans
• Taking action to get team back (or keep it) on track
• Motivating individuals & team as a whole
• Improving continually methods used
• Improving continually participants’ capability & satisfaction
Manage Project Team (2 of 2)
• Project Manager Power & Leadership

• Assessing Performance of Individuals & Project Teams
• Project Team Management Outcomes
Manage project team – “the process of tracking team Member performance,

providing feedback, resolving issues, and coordinating changes to optimize
project performance.” PMBOK® Guide
Project Manager Power and Leadership
• PMs often have less legitimate power than other managers.

• Stimulating work is a powerful reward.
• Team members may work for PM out of personal desire.
• PM’s reputation for success may encourage hard work.
• Distribute information promptly & accurately according to the communication
plan.
• PMs can use the power of the sponsor when necessary.
EXHIBIT 5.10: Types of Project Manager Power
TYPE OF POWER BRIEF DESCRIPTION WHEN USED
Asking people to perform within their job
Legitimate Formal authority based upon user’s position
description
Persuading others based upon giving them If team members perform well and if
Reward
something negotiating for resources
Only when needed to maintain discipline or
Coercive Punishing others for not performing
enforce rules
Persuading others based upon personal Frequent since project managers often lack
Referent
relationship legitimate power based upon position
Persuading others based upon your own
Expert When others respect your opinions
knowledge and skills
Frequent, as a large part of a project
Information Control of information
manager’s role is to convey information
Informal based upon user’s relationships with When working with project sponsors and
Connection
influential people when negotiating for resources
Source: Adapted from Robert N. Lussier and Christopher F. Achua, Leadership: Theory, Application, Skill
Development, 4th ed. Mason, OH: South-Western Cengage Learning, 2010: 110–117.
Breakout Session! (1 of 2)
Give an example you have seen of each type of power described in Exhibit
5.10
Assessing Performance of Individuals & Project Teams
• Goals of performance assessments

• Rewards & promotions
• Determination of areas for improvement.
• Assessment can be informal & formal
• Informal - observing, asking questions, providing suggestions.
• Formal - responsibility of the direct manager (PM should offer input!).
Project Team Management Outcomes (1 of 2)
MORALE CHANGES “QUARTER MILE” TO

“INCH” STONES
PM power,
communication, How much detail is
STAFF CHANGES
appraisal, needed?
management Poor appraisals,
insufficient progress,
conflict, reassignment
Project Team Management Outcomes (2 of 2)
TRAINING NEEDS ROLE CLARIFICATION
DISCIPLINE
Coercive power as
last resort
ISSUE LOG LESSONS LEARNED

Living document Documented
Relationship Building Within the Core Team
Encourage communication
Share motives Jointly establish agendas
Share learning Celebrate success Share enjoyment
Use appropriate decision making strategies
EXHIBIT 5.11: Project Decision-Making Guide
PERSON/METHOD WHEN
Sponsor decides Critical decision, large monetary stake, “big picture” needed
Project manager decides Time is critical, no need for other input
Functional manager decides “How” functional work is done
Core team discusses and project manager decides Team input is useful
Core team consensus Buy-in is critical
Delegated to one or two team members to recommend Needs to be investigated, team input useful
Delegated to one or two team members to decide Needs to be investigated, team input not needed
Managing Project Conflicts
• Sources of Project Conflict

• Conflict Resolution Process & Styles
• Negotiation
Sources of Project Conflict (1 of 2)
EXHIBIT 5.12: TYPICAL SOURCES OF PROJECT CONFLICT

RELATIONSHIP SOURCES TASK SOURCES
Roles and responsibilities Stakeholder expectations
Lack of commitment Unique project demands
Communications failure Money and other resources
Different personalities Technical approach
Stakeholder relationships Priorities
Personal motives of participants Differing goals of stakeholders
Energy and motivation Task interdependencies
Next project assignment Schedule
Individual rewards Risks
Sources of Project Conflict (2 of 2)
CONSTRUCTIVE CONFLICT
• Conflict over how to proceed
• Conflict over how to complete a project
• Competition for ideas
NEGATIVE CONFLICT
• Personal conflict
• Deal with conflict on projects promptly—or even proactively.
• Relationship conflict
• Prolonged Task conflict
Conflict Resolution Process
1. Understand the conflict.

2. Agree on conflict-resolution goals.
3. Identify causes of conflict.
4. Identify potential solutions for conflict.
5. Pick desired conflict solution.
6. Implement chosen solution.
EXHIBIT 5.13: Styles of Handling Project Conflict
CONCERN FOR CONCERN FOR
STYLE WHEN APPROPRIATE FOR PROJECTS
SELF OTHERS
Forcing/Competing High Low Only when quick decision is necessary, we are sure
we are right, and buy-in from others is not needed
Withdrawing/Avoiding Low Low Only when conflict is minor, there is no chance to
win, or it is helpful to secure needed information or
let tempers cool
Smoothing/Accommodating Low High Only when we know we are wrong, it is more
important to other party, or we are after something
bigger later
Compromising Medium Medium Only when an agreement is unlikely, both sides have
equal power, and each is willing to get part of what
they want without taking more time
Collaborating/Problem High High Whenever there is enough time, trust can be
Solving established, the issue is important to both sides, and
buy-in is needed
Source: Adapted from Richard L. Daft, Management, 9th ed. (Mason, OH: Southwestern Cengage Learning, 2010):
519–520; Ramon J. Aldag and Loren W. Kuzuhara, Mastering Management Skills: A Manager’s Toolkit (Mason, OH:
Thomson South-Western, 2005): 416–419; and PMBOK® Guide 240.
Breakout Session! (2 of 2)
1. Identify & categorize conflicts that have happened on your projects.

2. Describe how conflict was resolved & if you think you could have used an
alternate conflict resolution style.
Negotiation
• About redefining a relationship that is not working or establishing new

relationship
• Project managers are accountable for performance → not people
• Everyone the PM negotiates with has their own set of issues & goals.
• Project management tools make negotiation easier
• Negotiate towards a win-win solution.
EXHIBIT 5.14: Negotiation Process
STEP EXPLANATION
1. Prepare for negotiation Know what you want and who you will negotiate with.
2. Know your walk-away point Determine in advance the minimum you need from the
negotiation.
3. Clarify both parties’ interests Learn what the other party really wants and share your true
interests to determine a common goal.
4. Consider multiple options Brainstorm multiple approaches—even approaches that only solve
part of the issue.
5. Work toward a common goal Keep the common goal in mind: seek and share information, make
concessions, and search for possible settlements.
6. Clarify and confirm agreements Agree on key points, summarize, and record all agreements.
Source: Adapted from Ramon J. Aldag and Loren W. Kuzuhara, Mastering Management Skills: A Manager’s Toolkit
(Mason, OH: Thomson South-Western, 2005): 129–132; and Timothy T. Baldwin, William H. Bommer, and Robert S.
Rubin, Developing Management Skills: What Great Managers Know and Do (Boston: McGraw-Hill, 2008): 307–318.
Virtual Teams (also known as “Distributed Teams”)
• Team members are physically dispersed

• Time boundaries are crossed
• Communication technologies are used (rarely meet in person)
• Cultural, organizational, age, gender, & functional diversity are present
Challenges for Virtual and Global Project Teams
EXHIBIT 5.15: INCREASED CHALLENGES FOR VIRTUAL AND GLOBAL

PROJECT TEAM
PROJECT MANAGEMENT NEED INCREASED CHALLENGES
1. Initiate project 1. More unique project needs
2. Understand stakeholders 2. More difficult to understand
3. Build relationships 3. Needs more time
4. Determine communications needs and 4. More unique needs, more reliance on electronic
methods means
5. Establish change control 5. More facilitating than directing
6. Manage the meeting process 6. Less nonverbal clues, interest may wander
7. Control issues 7. With less group interaction, harder to identify
Summary
• New project team members need to be on-boarded

• Preferable to have core team help with planning/chartering
• SME’s generally only included as-needed
• PMs use understanding of development stages to guide their team to better performance.
• Employ ground rules for improving relationships & processes
• PMs monitor & control the human side of the project.
• PM often lacks legitimate power & must rely on other forms of power
• PMs use general conflict reduction techniques
• Virtual and global teams add communication challenges
• Different cultures offer communication challenges
• Consider appropriate communications technologies
PMBOK Exams
• Most “soft skill” questions will pertain to a mock scenario, so be ready to

apply techniques & best practices from this chapter
• Any time you are asked about making a change to a project after the charter
has been ratified (meaning you are beyond the Initiating project phase), the
correct answer will be related to using the integrated change process…in
other words, never agree to a change at this point without going through the
proper procedure first!
Casa de Paz Development Project
• What actions can guide the team through stages of team development?
• What would be helpful to include in a team charter and why?
• Construct a RACI chart with major tasks and the type of person to do each.
• List decisions that will need to be made and the person or method you
suggest for making each.
Centralizing Planning and Control After Many
Acquisitions
PM IN ACTION
• HR created a process improvement team
• Communication plan was drafted and a conference held to develop buy-in
• Schedule reflected the high-level WBS
• Centers of Excellence were identified
• Workshop artifacts were used to define the “as is” and “to be” process states
• New design presented for implementation and buy-in
Centralizing Planning and Control After Acquisitions
PM IN ACTION
PROJECT APPLICABLE TEAM CONCEPTS
Create a strong Seek requirements Maintain

vision from customers consistent
Recognize Forming,
Storming, Norming, sponsorship
Performing stages
Respect, Leverage the Communicate – make
empower, and value of diversity everything an open
engage all in a book
change initiative

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Contemporary Project Management

• Describe stages of team development and strategies to move teams through

• Explain how to utilize and improve the project team relationship.

• Pre-assignment of Project Team Members

Acquire project team – “the process of confirming human resource availability

• Some core team members may be added after planning

• Include the implementers in planning when possible

• PM may need to negotiate with the functional manager

Source: Chris Tetrault, President, Tatro, Inc. Reprinted with permission.

• On-board core team members during chartering

*See Exhibit 5.2

• Stages of Project Team Development

*See Exhibits 5.3 & 5.4

Develop project team – “the process of improving the competencies, team

• High need for achievement

• The right skill mix

• Share information freely and widely

• Agree on common goals and objectives

• Persevering despite challenges

Agile teams are: 7 Desirable traits of Agile teams:

1. Activity-specific knowledge and skills

1. Demonstrate personal leadership.

• Managing & Leading Project team includes:

• Project Manager Power & Leadership

Manage project team – “the process of tracking team Member performance,

• PMs often have less legitimate power than other managers.

• Goals of performance assessments

MORALE CHANGES “QUARTER MILE” TO

TRAINING NEEDS ROLE CLARIFICATION

ISSUE LOG LESSONS LEARNED

Share learning Celebrate success Share enjoyment

Use appropriate decision making strategies

• Sources of Project Conflict

EXHIBIT 5.12: TYPICAL SOURCES OF PROJECT CONFLICT

1. Understand the conflict.

1. Identify & categorize conflicts that have happened on your projects.

• About redefining a relationship that is not working or establishing new

• Team members are physically dispersed

EXHIBIT 5.15: INCREASED CHALLENGES FOR VIRTUAL AND GLOBAL

• New project team members need to be on-boarded

• Most “soft skill” questions will pertain to a mock scenario, so be ready to

Create a strong Seek requirements Maintain

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