1. Project Team Building, Conflict, and Negotiation

2. Building the Project Team
Identify Necessary Skills
Renegotiate with Top Management
Identify People With Skills
Build Fallback Positions
Assemble the Team
Success?
Yes No
Building the Project Team
Talk to Potential Team Members
Negotiate with Their Supervisor

3. Build Fallback Positions
Try to negotiate for partial assistance
Adjust project schedules and priorities accordingly
Notify top management of the consequences

4. Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm:
Challenging, supportive, personally rewarding
Results Orientation

5. Reasons Why Teams Fail Poorly developed or unclear goals:
Multiple interpretations, lack of willingness to work together, increased number of conflicts
Poorly defined project team roles & interdependencies
Lack of project team motivation:
Unnecessary, low priority
Poor communication
Poor leadership
Turnover among project team members
Dysfunctional behavior

6. Stages in Group Development
Forming – members become acquainted
Storming – conflict begins
Norming – members reach agreement
Performing – members work together
Adjourning – group disbands
Punctuated Equilibrium is a different model

7. Team Development Stages
1. Forming
2. Storming
3. Norming
4. Performing
Convene
Adjourn
Inclusion
Control
Cooperation
Productivity
Productive
Organized
Infighting
Testing
Quiet Polite Guarded Impersonal Business-like High Morale
Establish procedures Develop team skills Confront issues Rebuild morale
Conflict over control Confrontational Alienation Personal agendas Low morale
Trust Flexible Supportive Confident Efficient High Morale

8. Achieving Cross-Functional Cooperation
Task Outcomes
Psycho-Social Outcomes
Rules & Procedures
Physical Proximity
Accessibility
Superordinate Goals

9. Building High-Performing Teams
Make the project team tangible
Publicity
Terminology & language
Reward good behavior
Flexibility
Creativity
Pragmatism
Develop a personal touch
Lead by example
Positive feedback for good performance
Accessibility & consistency

10. Virtual Project Teams
use electronic media to link members of a geographically dispersed project team
How Can Virtual Teams Be Improved?
Use face-to-face communication when possible
Don’t let team members disappear
Establish a code of conduct
Keep everyone in the communication loop
Create a process for addressing conflict

11. Conflict Management

12. Conflict Management
Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.
Conflicts evolve:
One-time causes of a conflict can change over time (the original reason may not matter).

13. – GOOD or BAD conflicts –
Categories
Goal-oriented conflict:
Results, project scope outcomes, criteria, priorities
Administrative conflict:
Reporting relationships, authority, control, decisions
Interpersonal conflict:
Personality, bahaviour, work ethics
– GOOD or BAD conflicts –

14. Views Traditional: bad: supression, elimination
Behavioral: acceptance: managing
Interactionist: encouraging conflict to develop

15. Sources of Conflict Interpersonal Organizational
Reward systems (function vs. project)
Competition for resources
Uncertainty (authority)
Differentiation (subcutrures)
Interpersonal
Faulty attributions (reasons behind behaviour)
Faulty communication
Personal grudges & prejudices (bringing attitudes to work)

16. Conflict Resolution II
Questions before intervening:
Project manager’s siding: threat of alienation
Professional or personal conflict
Can the members solve the conflict themselves?
Time and inclination of the project manager

17. Conflict Resolution II
Mediate – defusion/confrontation
Arbitrate – judgment
Control – cool down period
Accept – unmanageable
Eliminate – transfer
Conflict is often evidence of progress!

18. Negotiation
a(n) (interpersonal) process that is predicated on a manager’s ability to use influence productively
Who to negotiate with?
Stakeholders
Clients
Functional managers
Administration
Team members

19. Questions to Ask Prior to Entering a Negotiation
How much power do I have?
What sort of time pressures are there?
Do I trust my opponent?

20. Principled Negotiation
Separate the people from the problem
Put yourself in their shoes
Do not deduce their intentions from your fear
Do not blame the opponent for your problem
Recognize and understand emotions
Listen actively (motivation behind words)
Build a working relationship (building trust)
Focus on interests (fundamental motivations), not positions
Possibility to find other alternatives
Invent options for mutual gain
Win-win situation, multiple solutions, brainstorming, broadening options, identify shared interests
Insist on using objective criteria, understandable for both parties