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Structuring Project Teams and Building Cohesiveness Presentation by Gwen A. Little CEP 812 - 2/3/99.

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Presentation on theme: "Structuring Project Teams and Building Cohesiveness Presentation by Gwen A. Little CEP 812 - 2/3/99."— Presentation transcript:

1 Structuring Project Teams and Building Cohesiveness Presentation by Gwen A. Little CEP 812 - 2/3/99

2 Characteristics of Project Teams w Definition: a team is a collection of individuals who work together to attain a goal. w Project team members often borrowed - brief exposure to project effort work on piece of project - when done move on to other projects may not recognize they are part of a team -

3 Characteristics cont’d. Therefore incapable of developing team spirit - project commitment

4 Team Efficiency vs. Inefficiency w Team Efficiency is defined as team performance that is actually achieved. w Ex: Team accomplishing a small portion of what it could - efficiency low Team achieving as much as possible efficiency is high

5 What causes team inefficiency? w Matrix Based Frictions projects dependent on temporarily borrowed staff lack of staff continuity project manager’s lack of direct control over project staff and material resources

6 Inefficiency cont’d. w Poor communication - large amount of time spent sending and receiving messages w Information atherosclerosis - communication channels so clogged that important information has difficulty making it through w Garbled messages - messages passed along from one person to another get changed

7 Team Structure w ISOMORPHIC TEAM STRUCTURE Iso= equal or same Morph= form or shape Two things share the same structural appearance w Advantages organization simple - accountability clear parallel implementation of tasks

8 Structure Cont’d. w SPECIALTY TEAM STRUCTURE w Team members asked to apply their special expertise across a wide array of tasks w high levels of responsibility lack corresponding levels of authority w Deficiencies - figure 3.3 p. 94 accountability diffuse unequal distribution of work work alone work may not be well integrated

9 Structure Cont’d. w Advantages high degree of self management expertise applied where appropriate w EGOLESS TEAM STRUCTURE should be difficult to determine who produced what portion of the product no obvious leader decisions achieved through consensus

10 Structure Cont’d. w Project tasks reflect input of all team members w Encourages high levels of interactivity and communication among project members w Criticisms doesn’t work because people have egos those with talent want to make their contribution stand out

11 Structure cont’d. Lack of leadership - team starts to drift w How can this work? Team size must be small Must work together continuously w SURGICAL TEAM STRUCTURE All attention focuses on a single individual and his or her abilities

12 Structure cont’d. w Disadvantage requires superlatively capable individual to play role of the surgeon w Surgical team approach most effective on design projects that entail large amounts of writing

13 Creating Team Identity w Make the team tangible effective use of meetings team members see they are not working alone colocation of team members members work together in a common space War rooms - contain the most significant project documentation create a team name

14 Building a Reward System w Letters of commendation w Public recognition for good work w Job assignments w Flexible work time w New equipment goes to best workers w Recommendation for cash awards and bonuses

15 Personal Touch w Be supportive (physical, psychological) w Be clear w Learn something about team members w Celebrate special occasions w Be accessible enlist an open door policy

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