1. ELC 347 project management
Week 6

2. Agenda Assignment Four Due First Quiz Graded Integrative Project
Missed two important concepts
Time value of money
Escalation of commitment
Integrative Project
First part due next week
Outline of deliverables (posted in WebCT)
Additional scoring model
Any of the first five sections can be resubmitted for rescoring prior to finals week. The recorded score will the average of the original score and the score on the resubmitted section.
Project team building, Conflict and Negotation

3. Project Team Building, Conflict, and Negotiation
Chapter 6
© 2007 Pearson Education

5. 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

6. Characteristics of Effective Project Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation

7. Reasons Why Teams Fail Poorly developed or unclear goals
Poorly defined project team roles & interdependencies
Lack of project team motivation
Poor communication
Poor leadership
Turnover among project team members
Dysfunctional behavior

8. 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

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

10. Connie Gersick’s Punctuated Equilibrium Model

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

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

13. 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

14. Conflict Management Categories Views
Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.
Categories
Goal-oriented
Administrative
Interpersonal
Views
Traditional
Behavioral
Interactionist

15. Sources of Conflict Organizational Interpersonal Reward systems
Scarce resources
Uncertainty
Differentiation
Interpersonal
Faulty attributions
Faulty communication
Personal grudges & prejudices

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

17. Early Detection A little conflict is a good thing
But…Time spent on conflict resolution does not advance the project
Resolve conflicts early!
Look for smoke and don’t wait for the fire
Invite critical thinking and positive conflict resolution

18. Conflict Resolution Guidelines
Is it conflict or a problem?
Solve problems
Does the project manger need to be involved?
Resolve at lowest level possible
What are the issues and the emotions connected with the conflict?
Find the land mines!
Are the parties involved committed to resolution?
Precede until resolution

19. Conflict Resolution Guidelines
Are all discussions characterized by a genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements?
Disarm the combatants!
What is going to make this OK with all the parties?
What is the common ground
After resolution is achieved, re-verify with each party.
Make sure there is no miscommunication
Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.

20. Negotiation
a process that is predicated on a manager’s ability to use influence productively
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?

21. Principled Negotiation
Separate the people from the problem
Be hard on the deal, soft on the people
See the deal from inside their shoes
Make your proposal consistent with their value
Focus on interests, not positions
Values define the deal
Each side has multiple interests – be clear on yours, discover theirs
Invent options for mutual gain
Insist on using objective criteria
Strike a deal based on principle, not pressure
Agree on fair standards and procedures
Frame issues as a collaborative quest
Getting to Yes – Fisher & Ury

22. Tony’s Rules for Negotiation
Go into every negotiation with a series of possible outcomes
Must Have
Should Have
Like to have
Can do without
Know the opponents position better than they do
A good outcome is WIN-WIN
Works when both sides have equal power, and similar constraints
A better outcome when the others side thinks they won but you got everything you wanted
Have “throw away” positions
Works when you are not the more powerful side
Requires finesse and subtlety
The worst outcome is when the other side things you beat them.
That means you had the power to begin with so why were you negotiating?
Remember!
What ever what negotiated once is subject to be negotiated again
Park your ego at the door…it gets in the way
Never get caught in a lie…the best way is to not lie.
Once your creditability is gone you can’t negotiate

23. Sun Tzu http://www.kimsoft.com/polwar.htm
"The smartest strategy in war is the one that allows you to achieve your objectives without having to fight".
"Therefore I say; know the enemy and know yourself; in a hundred battles you will never be in peril. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both your enemy and of yourself, you are certain in every battle to be in peril."
“He will win who, prepared himself, waits to take the enemy unprepared.”
“He who exercises no forethought but makes light of his opponents is sure to be captured by them.”
“The general who wins a battle makes many calculations in his temple before the battle is fought.”
“To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.”
“Force him to reveal himself, so as to find out his vulnerable spots. Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.”