Project Management Lecture Project Teams. Overview What happens in teams team lifecycle Team Roles Belbin Motivation Maslow/Herzberg.

Project Management

LectureProject Teams

Overview What happens in teams

team lifecycle Team Roles

Belbin Motivation

Maslow/Herzberg

Team Lifecycle Effectiveness

Time

Forming

Storming

Norming

Performing

Mourning or Adjourning

Team Lifecycle Forming

Initial enthusiasm, reliance on authority to provide a degree of certainty, establishment and finding out what is expected

Storming Conflicts arise as team members learn more

about each other and the work to be performed

Team members become disillusioned and results are fairly unproductive

Team Lifecycle Norming

Teams start to put the negative social aspects to one side and now there is more certainty over what has to be done work starts to progress

Performing This is the peak of performance

where teams work synergistically

Team Lifecycle Mourning

This is where the team begins to break up

Motivation for the task has all but dried up and members of the team are being drafted into new teams for further projects

Team Lifecycle Each stage of the lifecycle will

benefit from a different set of management/interpersonal/individual skills

Teams can be analysed to find out which skills are available

Belbin Roles Do the Belbin questionnaire!

Belbin Roles CW – Company Worker/Implementer CH – Chair/Co-ordinator SH – Shaper/Team Leader PL – Plant/Innovator RI – Resource Investigator ME – Monitor/Evaluator TW – Team Worker CF – Completer/Finisher

CW/Implementer Characteristics

conservative, dutiful, predictable Strengths

Organising ability, practical common sense, hard working, self-disciplined

Weaknesses Inflexible, slow to respond to new

possibilities

Chair/Co-ordinator Characteristics

Calm, self-confident, controlled Strengths

A capacity for treating and welcoming all potential contributors on their merits and without prejudice

A strong sense of objectives Weaknesses

Not especially intellectual or creative

Shaper/Team Leader Characteristics

Highly strung, outgoing, dynamic Strengths

Drive and readiness to challenge ineffectiveness and complacency

Weaknesses Prone to provocation, irritation and

impatience

Plant/Innovator Characteristics

Individualistic, serious minded, unorthodox

Strengths Genius, imagination, intellect, knowledge

Weaknesses Inclined to disregard practical details “up in the clouds” Poor communicator

Resource Investigator Characteristics

Extrovert, enthusiastic, curious, communicative

Strengths Makes good use of contacts, explores new

ideas, responsive to challenges. Weaknesses

Liable to lose interest after initial fascination has passed.

Monitor/Evaluator Characteristics

Sober, unemotional, prudent Strengths

Judgement, Discretion, hard-headedness

Weaknesses Lacks inspiration or the ability to

motivate others

Team Worker Characteristics

Socially oriented, rather mild, sensitive Strengths

An ability to respond to people and situations, and to promote a team spirit

Weaknesses Indecisive at moments of crisis

Completer/Finisher Characteristics

Painstaking, orderly conscientious, anxious

Strengths A capacity for follow-through,

perfectionism Weaknesses

A tendency to worry about small things A reluctance to “let go”

Specialist Not part of Belbin’s original

classification Strengths

Single minded, self starting, dedicated, provides knowledge and skills in rare supply

Weaknesses Contributes only on a narrow front, dwells

on technicalities, ignores the ‘big picture’

Belbin Roles Best applied to existing teams in

order to help members analyse their role and behaviour

Motivation Poor motivation often leads to:

Increased absenteeism Increase in the effect of sickness Lower commitment to tasks Project timescale slippage Reduction in Product Quality

Motivation - Taylor Taylor looked at how to find the

most productive way of doing manual tasks

He believed that money was the exclusive source of motivation

Hughes and Cotterell

Perhaps it is if there is no other means of job satisfaction

Motivation - McGregor Theory X:

The average human has an innate dislike of work

Therefore they need coercion, direction or control

People tend to avoid responsibility

Theory Y: Work is natural There are other ways

of motivating workers Humans can learn to

accept and seek responsibility

Humans have a capacity for imagination and creativity

Motivation - Maslow Hierarchy of needs

Physiological needs – air, food, water Safety needs – protection, security Social needs – group interaction Ego needs – the desire for esteem Self fulfilment needs – realisation of

the self image

Motivation - Herzberg Motivation

Achievement Recognition Work Responsibility Advancement

Hygiene Company Policy

and Administration Supervision

technical interpersonal

relationships Salary Working conditions

Motivation - Herzberg When you are satisfied at work,

what is it that is making you happy?

When you are dissatisfied at work, what is it that is making you unhappy?

Conclusions Teams are usually artificial entities

– you don’t get to choose who you work with

Understanding team dynamics, roles and motivation factors will help you work better with team members

Review of PM material Project Planning

Gantt Charts WBS/PBS Activity Networks Resource Analysis

Risk Management Risk Analysis Decision Making

Budgeting and Cost Control Cost Benefit

Analysis Payback Period NPV

Quality and Team Management

References Hughes and Cotterell “Software

Project Management” Cadle and Yeates “Project

Management for Information Systems”

Belbin “Management Teams” A useful link

http://www.cw360ms.com/pmsurveyresults/index.asp