1. Wikiprojects

2. Today’s agenda A short introduction to team leadership
Virtual teams – the Jarvenpaa & Leidner study
Wiki-principles in project management – discussion questions

3. Project leadership
Project leadership as activities directed upwards/downwards, outwards/inwards, and forward/backwards
Upwards and outwards: Connect to stakeholders
Inwards and downwards: Concentrate on performance
Backwards and forwards: Keep the project on track

4. Connect to stakeholders
Get stakeholder approval
Build credibility
Work in networks
Market the project

5. Concentrate on performance
Formulate individual criteria for success
State aims and direction
Celebrate success
Stop and reflect
Create a stimulating environment
Be tough on quality

6. Keep the project on track
Plan and control
Think before
Keep the whole team informed
Get feedback whenever possible

7. Team development Forming Storming Norming Performing Adjourning
Mourning

8. Project team development and effectiveness
Forming
Transition from individual to team member
Group attempt to define the and plan the tasks that have to be done
Little actual work accomplished
Feelings: excitement, anticipation, suspicion, anxiety, hesitancy
Manager needs to provide direction and structure

9. Project team development and effectiveness
Storming
Conflict emerges tension increases
Motivation and morale low
Feelings: frustration, anger, hostility
Manager needs to be directive, but less so than in forming stage

10. Project team development and effectiveness
Norming
Relationships become settled
Conflict and dissatisfaction are reduced
Cohesion and trust begin to develop
Greater sharing of information, ideas, and feelings
Manager minimizes directiveness and takes on a supportive role

11. Project team development and effectiveness
Adjourning
Mourning

12. Project team development and effectiveness
Barriers to team effectiveness
Unclear goals
Unclear definition of roles and responsibilities
Lack of project structure
Lack of commitment
Poor communication
Poor leadership
Turnover of project team members
Dysfunctional behavior

13. Project team development and effectiveness
The effective project team
Clear understanding of objective
Clear expectations of each person’s role
A results orientation
A high degree of cooperation and collaboration
A high level of trust

14. Project team development and effectiveness
Performing
Great degree of interdependency
Members frequently collaborate and willingly help each other
Team feels fully empowered
Manager fully delegates authority and responsibility
Manager’s role is to facilitate and support development of corrective actions if actual progress falls behind plan

15. Time management
At the end of each identify several goals you want to accomplish the following week
At the end of each day make a to-do list for the next day
Read daily to-do list first thing in morning, keep it in sight all day
Control interruptions
Learn to say no
Make effective use of waiting time
Try to handle most paperwork only once
Reward yourself at the end of the week if you accomplished all your goals

16. The virtual teams challenge
Increased use of teamwork characterised by - temporary relationship episodes - culturally diversity - geographic spread - electronic communication

18. Why virtual teams? Permeable interfaces and boundaries
Market driven organising and re-organising
Best competences gathered across time, space and cultures
Flexibility
Lower costs
Improved resource utilisation
Faster development cycles

19. Problems of virtual teams
Low individual commitment
Role overload
Role ambiguity
Abseentism
Lack of trust
Psychological distance
Communication problems

20. Team development (Järvenpää & Leidner, 1998)

21. The three functions of effective groups
Production (problem solving and task-related performance)
Member support (member inclusion, participation, loyalty, commitment)
Goup well-being (interaction, member roles, power, politics)
Must be present at all phases of the project!

22. Virtual communication
Should imply lower quality of communication and trust, since face-to-face interaction is needed to build trust
Research results: Not lower quality, but lower speed of trust-building

23. SIDE theory (Walther, 1997)
Social identification/deindividuation theory
Perceived inclusion/exclusion based on perceived characteristics of others in the group
Affirmed characteristics => reinforce identity and increase social identification
Absence of F2F communication means more stereotyping, which increases the probability of affirmed characteristics (deindividuation of other group members)

25. The wiki-principles
Coase’s law: ” A firm will tend to expand until the cost of organizing an extra transaction within the firm become equal to the costs of carrying out the same transaction on the open market”
The inverted Coase law: “A firm will tend to expand until the cost of carrying out an extra transaction on the open market become equal to the costs of organizing the same transaction within the firm “

26. The four principles
Openness
Peering
Sharing
Acting globally

27. Discussion questions
How can wiki-principles be applied to (1) delivery projects, (2) development projects, (3) change projects?
What are the pros and cons of wikiprinciples in relation to project management? (In the three different forms)
The wikiproject team – what are the conditions for trust? Is trust needed?