1. Managing People and Organising Teams
Resource Assignment Models
Resources assigned only after initial planning is complete (teams of people)
Teams may be built up slowly from the beginning of a project
A core team may be assigned at the start of the planning cycle
Should team building be carried out in parallel with planning, or subsequent to it’s completion ? 3

2. Managing People and Organising Teams
Resource Assignment Models
Members of the team should be involved in producing task duration and labour estimates
This implies some part-time involvement for potential team members from an early stage
Technical experts may need to be consulted
If these experts are employees of the company they are very likely to become members of the team 4

3. Managing People and Organising Teams
Aspects of Team Dynamics
The stages of the process by which a team is formed 5

4. Managing People and Organising Teams
Aspects of Team Dynamics
The stages of the process by which a team is formed
The individuals required on a team to make the maximum useful contribution 6

5. Managing People and Organising Teams
Project Needs
Project resource plan +
Results of the feasibility study will identify -
The broad areas of skills required
The numbers of staff required
How long they will be required for
The periods when they will be required 7

6. Managing People and Organising Teams
Organisational Needs
The Project Manager may be required to include trainees
There may be staff who are nearing the end of other projects, or under-utilised staff might have to be included at the insistence of senior management
Project managers may wish to include people with special skills, or who are known good workers 8

7. Managing People and Organising Teams
Influencing Factors
What are the individual opportunities offered?
E.g.
The chance for technical staff to acquire new skills
The chance to act as team leaders 9

8. Managing People and Organising Teams
Staff Availability
Staff are never completely available to a project due to -
The influence of holidays
Sickness
Appraisals and other organisational needs
Software maintenance
Assisting other teams during closedown
Technical consultancy on feasibility studies 10

9. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
1 The “Forming” Process
Members of the team get to know each other and establish ground rules 11

10. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
2 The “Storming” Process
Conflicts arise as team members try to obtain leadership
Development of mutually acceptable methods of working may provoke “storming”
High levels of conflict during the storming process often lead to reduced conflict later in the project 12

11. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
3 The “Norming” Process
Conflicts are largely settled
A team or group identity is established rather than a collection of individuals
People become “members of the team” 13

12. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
4 The “Performing” Process
The focus is shifted to undertaking the specified tasks 14

13. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
The project manager should try to move through the first three stages as soon as possible
If the “storming phase is artificially truncated more conflicts are likely later in the project 15

14. Managing People and Organising Teams
The Five Team Stages
(Cotterell and Hughes following Tuckman and Jensen)
5 The “Adjourning” phase
The team disbands and the project comes to a close 16

15. Managing People and Organising Teams
Project Team Contributors
The “Chair”
Good at running meetings rather than being a brilliant leader 17

16. Managing People and Organising Teams
Project Team Contributors
The “Plant”
Good at “growing” ideas and potential solutions to problems 18

17. Managing People and Organising Teams
Project Team Contributors
The “Monitor/Evaluator”
Good at evaluating ideas and potential solutions 19

18. Managing People and Organising Teams
Project Team Contributors
The “Shaper”
Directs the team’s attention to important issues 20

19. Managing People and Organising Teams
Project Team Contributors
The “Team Worker”
Good at creating a pleasant working environment
(Sometimes known as the “Social Secretary”) 21

20. Managing People and Organising Teams
Project Team Contributors
The “Resource Investigator”
Good at finding resources 22

21. Managing People and Organising Teams
Project Team Contributors
The “Completer or Finisher”
Good at finishing tasks started by others 23

22. Managing People and Organising Teams
Project Team Contributors
The “Company Worker”
Is a good team player and willing worker 24

23. Managing People and Organising Teams
Project Team Contributors
The Chair
The Plant
The Monitor/Evaluator
The Shaper
The Team Worker
The Resource Investigator
The Completer
The Company Worker 25

24. Managing People and Organising Teams
Motivating Staff
Early involvement with the estimation process builds a belief that the estimates are realistic
Belief that the goals are unachievable forms a tendency towards even slower progress
Staff should be given appreciation for their efforts 26

25. Managing People and Organising Teams
“Failures to achieve project targets should always be investigated”
The cause may lie in -
Lack of realism in the project plan
Causes outside the project managers control 27

26. Managing People and Organising Teams
Conflict Resolution
A good project manager will -
Commit themselves to finding resolutions which have some advantage for all concerned
Take everyone’s views and opinions into account
Take the requirements of the project and the organisation into account
Allow the parties with the least to gain to “save face” as much as possible 28

27. Managing People and Organising Teams
Four Principles of Fair Negotiation
(Meredith and Mantle following Fisher and Ury)
1 Separate the people from the problem
2 Focus on interests not on positions
3 Before trying to reach agreement invent options for mutual gain
4 It is important that there is an insistence on using objective criteria 29