tailieunhanh - Lecture Project management: The managerial process (6/e) - Chapter 11: Managing project teams

The main contents of chapter 11 consist of the following: The five-stage team development model, situational factors affecting team development, building high-performance project teams, managing virtual project teams, project team pitfalls. | 11–1 Project Management 6e. 11–2 Where We Are Now 11–2 Project Management 6e. 11–3 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Set high personal performance standards Identify with the team 11–3 Project Management 6e. 11–4 Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report solely to the project manager All relevant functional areas are represented on the team The project involves a compelling objective Members are in close communication with each other 11–4 Project . | 11–1 Project Management 6e. 11–2 Where We Are Now 11–2 Project Management 6e. 11–3 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Set high personal performance standards Identify with the team 11–3 Project Management 6e. 11–4 Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report solely to the project manager All relevant functional areas are represented on the team The project involves a compelling objective Members are in close communication with each other 11–4 Project Management 6e. 11–5 Building High-Performance Project Teams Recruiting Project Members Factors affecting recruiting Importance of the project Management structure used to complete the project How to recruit? Ask for volunteers Who to recruit? Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy Lesser Familiarity 11–5 Project Management 6e. 11–6 Project Team Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings 11–6 Project Management 6e. Norms of High-performance Teams Confidentiality is maintained; no information is shared outside the team unless all agree to it. It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached. There is zero tolerance for bulling a way through a problem or an issue. Agree