Pinto: Project Management and Team Members

Topics: Project management, Team, Project team Pages: 13 (3534 words) Published: June 19, 2013
INSTRUCTOR’S RESOURCE MANUAL

CHAPTER SIX

Project Team Building, Conflict, and Negotiation

To Accompany

PROJECT MANAGEMENT:
Achieving Competitive Advantage

By
Jeffrey K. Pinto

CHAPTER SIX

Project Profile: Japanese Automakers Launch “Pre-Collision” Projects INTRODUCTION
6.1 BUILDING THE PROJECT TEAM
6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS
6.3 REASONS WHY TEAMS FAIL
6.4 STAGES IN GROUP DEVELOPMENT
Punctuated Equilibrium
6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION
Outcomes of Cooperation: Task and Psycho-Social Results
Building a High Performing Team
6.6 VIRTUAL PROJECT TEAMS
Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams 6.7 CONFLICT MANAGEMENT
What is Conflict?
Sources of Conflict
Methods for Resolving Conflict
6.8 NEGOTIATION
Questions to Ask Prior to the Negotiation
Principled Negotiation
Summary
Key Terms
Discussion Questions
Case Study 6.1: Columbus Instruments
Case Study 6.2: The Bean-Counter and the Cowboy
Case Study 6.3: Johnson-Rogers Software Engineering, Inc.
Exercise in Negotiation
Internet Exercises
PMP Certification Sample Questions
Bibliography

TRANSPARENCIES

6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS

• A CLEAR SENSE OF PROJECT MISSION

• AN UNDERSTANDING OF TEAM INTERDEPENDENCIES

• COHESIVENESS

• A HIGH LEVEL OF TRUST

• A SHARED SENSE OF ENTHUSIASM

• A “RESULTS” ORIENTATION
6.2 STAGES IN GROUP DEVELOPMENT

StageDefining Characteristics

FormingMembers get to know each other and lay the basis for project and team ground rules.

StormingConflict begins as team members begin to resist authority, demonstrate hidden agendas and prejudices.

NormingMembers agree on operating procedures, seeking to work together, developing closer relationships, and committing to the project development process.

PerformingGroup members work together to accomplish their tasks.

AdjourningGroups may disband either following the completion of the project or through significant reassignment of team personnel.

6.3 STAGES IN TEAM DEVELOPMENT

6.4 MODEL OF PUNCTUATED EQUILIBRIUM

6.5 PROJECT TEAM CROSS-FUNCTIONAL COOPERATION

6.6 REASONS WHY TEAMS FAIL

1. POORLY DEVELOPED OR UNCLEAR GOALS

2. POORLY DEFINED TEAM ROLES AND INTERDEPENCENCIES

3. LACK OF TEAM MOTIVATION

4. POOR COMMUNICATION

5. POOR LEADERSHIP

6. TURNOVER AMONG TEAM MEMBERS

7. DYSFUNCTIONAL BEHAVIOR
6.7 METHODS FOR RESOLVING CONFLICT

1. MEDIATE THE CONFLICT

1. ARBITRATE THE CONFLICT

2. CONTROL THE CONFLICT

3. ACCEPT IT

4. ELIMINATE IT
6.8 STEPS IN PRINCIPLED NEGOTIATION

1. SEPARATE THE PEOPLE FROM THE PROBLEM

2. FOCUS ON INTERESTS, NOT POSITIONS

3. INVENT OPTIONS FOR MUTUAL GAIN

4. INSIST ON USING OBJECTIVE CRITERIA

DISCUSSION QUESTIONS

1. This chapter discussed the characteristics of high performing project teams.  List the factors that characterize these teams and give examples of each one. High performing teams need to have a clear sense of mission, an understanding of the team’s interdependence and be results oriented. They also need to create cohesiveness, trust and enthusiasm. A clear sense of mission means that all team members understand and accept the purpose of the project. A strong understanding enables team members to be more effective individually (i.e. without the PM) in solving problems. For example, a team member who understands the goals of the project is in a position to provide input about what do regarding conflicting resources use, where as a team member who lacks...
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