1. 1 Enhancing the Effectiveness of Project Teams The Norwegian Center for Project Management George F. Jergeas PEng, PhD Professor of Project Management University of Calgary, Canada jergeas@ucalgary.ca November 30, 2010

2. 2 Agenda Introduction Team Building Tailored Training Management Coaching Project Auditing Support Dispute Management

3. 3 Introduction Right PM + Right Team = Success

4. 4 A More Effective Model Evolutionary Model of research and best practices –To influence success –To enhance lessons learned Tested on 50 projects Simplicity and higher performance potential

5. 5 The Model Forges common goals and objectives and establishes working relationships Create an environment of trust and teamwork Foster a cooperative bond, and facilitate the successful completion of the project Create mechanisms to sustain and expand collaboration.

6. 6 Components of the Model 1.Team Building 2.Tailored Training 3.Management Coaching 4.Project Auditing Support 5.Dispute Management

7. 7 Team Building A structured management approach for transforming contractual relationships into a cohesive, co-operative project team with common goals and established procedures for resolving issues or disputes in a timely manner.

8. 8 1. Team Building A.Common Vision B.Performance Evaluation (Health Check) C.Issue Resolution Mechanism D.Ground Rules E.Roles/responsibilities and contract Administration

9. 9 A. Common Vision Project Common Goal Project Scope Project Milestones Success Criteria Critical Success Factors Assumptions and Risks Project Organization and Lines of Communications Stakeholders

10. 10 We, the NE LRT Extension Team, recognize the complexity of the overall program and the individual projects, commit to a collaborative process through mutual respect, effective communication and trust to achieve a successful opening of the LRT to Saddle Towne by September 2012.

11. 11 Our Vision We, the Okotoks 32nd Crossing Team commit to a collaborative process through mutual respect, effective communication and trust to achieve: 1.Relocation of river and completion of all “in-stream” work by August 31, 2010. 2.Project completion by March 31, 2011. We will deliver these project requirements by endeavouring to meet the following Milestones: 1.Complete 4 Bridge Abutments by March 1, 2010. 2.Complete Sheep River Bridge substructure by March 31, 2010. 3.Complete CPR Bridge substructure by May 31, 2010. 4.Sheep River Bridge Deck poured and out of the river valley by May 24, 2010. 5.CPR Bridge Deck poured by July 17, 2010. 6.Complete Mid and South embankments by March 31, 2010. 7.Complete out of stream river work by July 15, 2010. 8.River diversion by July 31, 2010. 9.Complete all in-stream river work by August 15, 2010. 10.Complete North Embankment by August 31, 2010. 11.Complete both Bridges by August 31, 2010. 12.Complete all Roadway work by October 15, 2010. 13.Complete pathways and landscaping by November 15, 2010

12. 12 B. Performance Evaluation (Health Check )

13. 13 Performance Evaluation Please list examples for the points above that you rated 1 or 2 __________________________________________ ____________________________________________________________________________________________

14. 14 C. Issue Resolution Mechanism Lowest level with time limit Escalated to the next level of management No action is not an option

15. 15 Resources Available 1. 2. Resources Available 1. 2. Stage One Within 2 days Names: 1. __________ 2. __________ Stage One Within 2 days Names: 1. __________ 2. __________ Stage Two Within 3 days Names: 1. _________ 2. _________ Stage Two Within 3 days Names: 1. _________ 2. _________ Stage Three Within 5 days Names: 1. __________ 2. __________ Stage Three Within 5 days Names: 1. __________ 2. __________ Issue Resolution Mechanism Problem becomes apparent Solution to problem offered by those who are directly involved with it If problem not resolved, go to stage two. If solution agreed, do not go to stage two. If changes affect other project parties, record them into a form for circulation. Problem becomes apparent Solution to problem offered by those who are directly involved with it If problem not resolved, go to stage two. If solution agreed, do not go to stage two. If changes affect other project parties, record them into a form for circulation. Problem discussed at progress meeting. Solution to problem offered by project team. If solution to problem cannot be agreed at progress meeting, go to stage three. If solution agreed, do not go to stage three. Solution to problem recorded in meeting minutes. Problem discussed at progress meeting. Solution to problem offered by project team. If solution to problem cannot be agreed at progress meeting, go to stage three. If solution agreed, do not go to stage three. Solution to problem recorded in meeting minutes. A resolution committee comprising a representative from each of the project parties is formed. Problem resolution meeting called for committee. Mutual way forward for project greed by resolution committee. Statement of way forward recorded and issued. A resolution committee comprising a representative from each of the project parties is formed. Problem resolution meeting called for committee. Mutual way forward for project greed by resolution committee. Statement of way forward recorded and issued. Finis h ADR Litigation ADR Litigation Problem Identified Problem Identified Failure!!!

16. 16 D. Ground Rules Mutually agreed standards of conduct and behaviour Every team needs to establish its own ground rules Purpose of Ground Rules is to: –Make sure everyone knows and agrees with what is expected of him or her –Have everyone agree on what’s important to the team and what is appropriate behaviour –Express the values of the team –Help the team evaluate its performance –Help the team resolve conflicts –Help a new team member know what’s expected of him or her. Agreed on by consensus Meaningless unless all members buy into and actively live them

17. 17 Issues That Need Discussion To Establish Ground Rules What are our goals as a team? Our purpose? Are we clear on our roles and responsibilities? What are our expectations of the team? concerns? hopes? commitments? What do others expect of us? What is our process for making decision? Communication: what, when, why, with whom? Meetings – how often, how long, agenda, chair, minutes? How do we measure our performance; share feedback? How de we handle conflicts and resolve problems? How do we ensure balanced participation? How do we prioritize work? Handle time constraints? How do we self-correct? How do we follow-up on obligations? What kind of climate do we want in our team? How do we achieve that? What other guidelines are important for us/ informing each other, scheduling, travel, recognition?

18. 18 E. Roles/Responsibilities and Contract Administration Roles of the Owner, Architect/Engineer and construction contractors Read and Understand your Contract

19. 19 2. Tailored Training To achieve consistency, enhance team effectiveness and better delivery Standard training templates –Fundamentals of PM –Contract administration Additional High Impact Training –Half-day sessions –How to negotiate claims? –Managing stakeholders

20. 20 3. Management Coaching To provide an independent external view and greater objectivity with focus on the big picture Two Types –Team level Targeted at team behaviour, communication, dispute avoidance… Drop-in centre or linked to regular team meetings –Management Level On call and as directed by management

21. 21 4. Project Auditing Support To provide an independent monitoring of the hard and soft issues on projects To establish an early warning system of potential problems To povide independent communications conduit Use health check tool

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23. 23 Team Alignment Overall Problems, issues or concerns 1.Communications 2.The flow of information 4.Cooperation 5. 6.Responses to problems 7.Disputes/problems 8.Problems are resolved 3. The timeliness of information 9.Construction safety performance 10.Design and construction quality 11.Value for money 12.Public Complaints

24. 24 Team Alignment by Company Problems, issues or concerns 1.Communications 2.The flow of information 4.Cooperation 5. 6.Responses to problems 7.Disputes/problems 8.Problems are resolved 3. The timeliness of information 9.Construction safety performance 10.Design and construction quality 11.Value for money 12.Public Complaints

25. 25 5. Dispute Management To minimize time and cost losses associated with disputes Reduce conflicts Enhance communication between the parties Use dispute resolution mechanism Seek solutions Win-win solutions

26. 26 Successful Settlement –Get the facts Keep good records Know your contract Preserve your rights Show: Cause-Effect-Entitlement-Quantification

27. 27 Conclusions Collaboration and teamwork Focus on maintenance and communication Keep negotiating Work with people Training and coaching for consistency and objectivity

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