1. OPMA 5364 Project Management Part 3 Project Teams and Project Conflict

2. Topic Outline: Project Teams & Project Conflict
Characteristics of effective team members
Effective managerial styles
Project Team exercise
Conflict and project management
Common sources of conflict
Scope creep
Root causes of conflict
Conflict resolution approaches
Negotiation skills
Conflict exercise
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3. Selecting the Project Team
At what point is the project team formed?
Who should select the project team?
What types of people should be on the team?
How do the team members get started?
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4. Characteristics of Effective Teams
An effective project team has:
A clear understanding of the project objective
Clear expectations of each person’s role and responsibilities
A results orientation
A high degree of cooperation and collaboration
An atmosphere of open communication
A high level of trust
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5. Barriers to Team Effectiveness
Unclear goals
Unclear definitions of roles and responsibilities
Lack of project structure
Lack of commitment by team members
Poor communication
Poor leadership
Turnover of team members
Dysfunctional behavior
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6. Teams are Most Effective When:
There are 10 or fewer members on the team
Members volunteer to serve on the team
Members serve on the project from beginning to end
Members are assigned to the project full time
Organization culture fosters cooperation and trust
Members report solely to the project manager
All relevant functional areas are represented on team
The project involves a compelling objective
Members are located within conversational distance of each other
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7. Stages of Team Development
Forming: transition from individual to team member
enthusiasm; anticipation; uncertainty; anxiety
Storming: try to figure out team environment
discomfort; frustration; resistance; anger; tension
Norming: adjust and conform to team environment
acceptance; cohesion; camaraderie; cooperation
Performing: team is now highly effective
committed; eager; unity; satisfaction; pride; confidence; openness; interdependent; empowered
Adjourning: wrap-up, prepare to disband
pride; sadness; uncertainty; “projectitis”
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8. Characteristics of Effective Team Members
Technically competent
Good problem-solving abilities
Goal orientation
Politically sensitive
Credibility
Availability
Ambition, initiative, and energy
High self-esteem
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9. Effective Team Members
Help create a positive and effective environment
Plan, control, and feel accountable for their work
Have high expectations of themselves
Manage their time well
Make things happen, not just let them happen
Are self-directed and follow through on actions
Take pride in doing quality work
Participate and communicate with the team
Provide constructive feedback to each other
Old saying: There’s no I in TEAM
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10. Part 3 - Project Teams & Conflict
Team Building Ideas
Encourage socializing among team members. Why?
Locate team member work areas close together. Why?
Periodically hold team meetings, as opposed to project meetings, to discuss ideas for the team to be more effective
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11. Part 3 - Project Teams & Conflict
Management Styles
Project managers must delegate responsibilities, coordinate work, and supervise and motivate team members
Most people believe that a participative management style works best with project teams
This style give more empowerment to team members and allows them to be more self-directed
A participative style with team empowerment requires less supervision by the PM
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12. Part 3 - Project Teams & Conflict
Project Team Exercise
The Madison Project case
Divide into groups
Read case (10 min.)
Assignment (25 min.)
Should the key people be supported to preserve the team during the lull period?
What should Nancy Li do now?
From Nancy’s perspective, what could she have done differently to avoid having the management reserve fund being swept away by her boss?
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13. Part 3 - Project Teams & Conflict
Who’s to Blame?
Authority, responsibility, and accountability
The PM is responsible and accountable for project success.
Unfortunately, the PM often does not have authority over personnel or use of resources
This requires the PM to be creative and skillful at influencing and motivating others
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14. Part 3 - Project Teams & Conflict
The Art of Persuasion
Must have credibility with the person
Common goals must be found
Use “vivid” language and compelling evidence
Must connect with the emotions of those they want to persuade
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15. Conflict and Project Management
Conflict is inevitable; PM should expect conflict
PM can anticipate and avoid some conflicts; others must be managed and resolved
PM can learn different approaches for managing and resolving conflict; it’s a learned skill
Fast conflict resolution is key to project success
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16. Recent Examples of Conflict
Has anyone been part of a project conflict or had a conflict occur in their project recently?
Can you briefly describe the conflict and how it was resolved?
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17. Effective Communication
The PM controls the project communication system
All parties should be kept updated about their areas of interest with the project
, phone calls, faxes, meetings, letters, and websites are all useful means of communication
By facilitating effective communication with stakeholders and participants, the PM can avoid many conflicts
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18. A Breakdown in Communication (Source unknown)
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19. Common Sources of Conflict
Work scope
Resource assignments
Schedule
Costs
Technical opinions
Priorities of resource time
Administrative procedures
Responsibilities
Personality clashes
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20. Part 3 - Project Teams & Conflict
Scope Creep
Scope creep refers to the work scope being enlarged as the project progresses
Scope creep can cause conflicts due to insufficient resources or time to do the additional work
PM should be cautious about scope creep
A change control system can be helpful
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21. Reasons for Scope Creep
Client wants a different feature or additional functionality
Project team comes up with a way to improve the project outcomes
Senior management wants the project to do something extra
Engineering enhances a design component
A new technology becomes available
A new government regulation is mandated
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22. Part 3 - Project Teams & Conflict
Root Cause of Conflict
The PM has final responsibility to resolve or manage any conflict that affects project success.
The PM should focus on identifying the root cause of the conflict and not the symptoms, so the conflict will not recur.
For example, suppose two people are yelling at each other during a meeting. Asking them to not yell fixes the symptom, but not the root cause of the conflict, which may be a difference of opinion about an issue due to different assumptions being made by each person.
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23. Some Root Causes of Conflict
Facts: People see the same fact from distinctly different viewpoints
Methods: People disagree on how to do something
Goals: The goals toward which people work are different
Values: People differ in their basic values
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24. Functional vs. Dysfunctional Conflict
Encourage Functional Conflict
sharing different opinions or points of view
debating two sides of an issue
playing the devil’s advocate
all sides should show mutual respect
Resolve Dysfunctional Conflict
may create negative tension for all team members
may lead to irrational personality clashes
situation may get worse and result in project delay
resolve as soon as possible
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25. Managing Dysfunctional Conflict
5 Alternative Approaches to Managing Conflict:
Mediate the conflict – negotiate a solution
emphasize urgency for the sake of project success
Arbitrate the conflict – impose a solution
do what is best for project success
try to allow both sides to save face
Control the conflict – reduce tensions; How?
Accept it – sometimes, learn to work around it
Eliminate the conflict – if no longer tolerable
remove one or both members from team
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26. Personal Conflict Styles
Avoiding – not raising or addressing the conflict issue
Accommodating – seeking to satisfy the other person’s concerns at the expense of your own
Competing – using whatever seems appropriate to win your own position
Collaborating – working with the other person to find a solution that fully satisfies both your own concerns and those of the other person
Compromising – seeking a middle-ground position that provides partial satisfaction for both parties
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27. Part 3 - Project Teams & Conflict
Negotiation Skills
The PM must frequently negotiate on different issues with different parties
Negotiating is an art, and you get better with practice
It’s better if both parties feel good about the negotiation experience after it’s over. Why?
Good interpersonal skills can be helpful in making the other party feel okay with the results, even if they are not just what they wanted
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28. Principled Negotiation (Fisher and Ury, Getting to Yes, 1983)
Separate the people from the problem
Focus on interests, not positions
Before trying to reach agreement, invent options for mutual gain
Use objective criteria when possible
The key to finding a negotiator’s interests and concerns is to ask “Why?” when they state a position
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29. Recent Negotiation Examples
Has anyone had to negotiate on a project issue recently?
Can you briefly describe the negotiation process and results?
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30. Part 3 - Project Teams & Conflict
Conflict Exercise
This exercise places you in a conflict situation and requires you to negotiate a resolution
Break into small groups
One group is Dr. Jones, the other Dr. Richards
Read your assigned role sheet (5 minutes)
Develop a negotiating strategy (10 minutes)
Negotiate a resolution (10 minutes)
Part 3 - Project Teams & Conflict