introduction
Manage Project Team : is tracking team members , providing feedback, resolving issues , manage team change to optimize project , manage conflict
concepts
Concepts
- The staffing pool description tells the project manager who is available from resource
- expectation theory: people who believe their work will lead to effective performance and expected to be rewarded , will remain active as rewarding meet their expectation
- arbitration : neutral party hear and resolve dispute
- perquisites (perk) : some people rewarded before work begin as motivation
- fringe benefit : standard benefit given to all employee formally like insurance and study
Power Source of Project Manager :
Power Source of Project Manager :
- Formal : from position
- Reward : good choice
- Penalty : bad choice
- Expert : best choice
- Referent : “reputation “came from someone like you
leadership style
leadership style :
- directing : telling the others what to do , directing is the leadership style the project manager should have first weeks of project
- facilitating : PM coordinate the input with other
- coaching : manager help other achieve their goals
- supporting : PM provide assistant along way
- autocratic : top-down approach where PM decide what he wants
- consultant : bottom-up approach where take opinions of the other participant
- consultant /autocratic : take opinions of the other participant but take decision by him self
- consensus make decision based on group agreement ,used in problem solving
- bureaucratic: used when details are critical
- democratic: encourage team to participate in decision making
- delegating : PM delegate some members to do something
- charismatic depend on charisma character of PM
- lassiz-fair (French ):PM seem to be consultant , used with high skilled team
- analytic: used when PM has technical skill and ability to make technical decision
- driver PM is constantly giving directions
- influence : PM work with his team to drive project implantation
Sources of Conflict
Sources of Conflict (in order):
- Schedule
- Project priority
- Resource
- Technical Opinions
- Administrative Procedures
- Cost
- Personality
Conflict Resolution Techniques :
Conflict Resolution Techniques :
- Confronting (problem solving ):solve real problems , confronting lead to WIN-WIN
- Compromising : try to find solution to bring satisfaction to all parties , which lead to LOSE_LOSE
- Withdrawal (avoidance ): parties or PM postpone(delay) make decision , this choice in NOT preferred
- Smoothing (accommodating ): focus on agreement rather deference of opinions
- Collaborate : parties try to give many solution and ideas to get consensus
- Forcing :PM push one view point on expense of others
Problem Solving Methods :
Problem Solving Methods :
- Define the real problem (problem root ), NOT what it appear to be the problem
- Analyze the problem
- Identify solutions
- Pickup solution
- Implement the solution
- Review the solution and confirm the solution solve problem
Motivation Theories
Macgregor theory X & Y :
- X are people need to be watched all time since they are unreliable and incapable , avoid responsibility and avoid work whenever possible
- Y are people willing to work without supervision , these people can direct them self
MASLOW hierarchy need (in order):
- physiological : need water , food
- safety : security, stability , freedom
- social : love affection , approval , friends
- esteem : respect , attention , appreciation , accomplishment
- self actualization : self fulfillment , growth , learning
Herzberg theory (hygiene factor ) :
poor factors will destroy motivation ,
BUT improve them will NOT improve motivation , like :
- salary
- work condition
- personal life
- relationship at work
- security
acquired need theory (David MCclelland ):
- achievement
- affiliation
- power
proces inputs - techniques - outputs
Inputs
- resources management plan
- project staff assignment
- team performance assessment
- issue log
- work performance report
- OPA
Techniques
- observation and conversation
- project performance appraisals (assessment ), for individual
- conflict management
- interpersonal skills
Outputs
- change request
- update OPA
- update pm plan
- update project documents
- update EEF
process inuputs
Manage Team: Inputs
Project Management Plan
The resource management plan contains guidelines for doing the other processes in the resource management knowledge area. The ones pertaining to the process Manage Team are:
- Project team resource management–guidance on how project team members should be defined, staffed, managed, and eventually released
- Recognition plan–which recognition and rewards will be given to team members, and when they will be given
Project Documents
- Issue log–if issues arise in the course of managing the project team, these will be added to the issue log as a result of this process.
- Lessons learned register–if there are lessons learned with regards to the management of the project team, either in terms of what worked well or what did not work well, these will be added to the lessons learned register as a result of the process.
- Project team assignments–this identifies the team member roles and responsivities
- Team charter–this provides guidance on how the team will make decisions, conduct meetings, and resolve conflict.
Work Performance Reports
- These are reports that contain work performance information regarding schedule control, cost control, quality control, and scope validation.
- they are useful for determining future resource requirements, distribution of recognition and awards, and for updating the resource management plan.
Team Performance Assessments
The initial team performance assessment is done at the end of the Develop Team process.
These assessments are continued during process Manage Team.
These assessments are used to
- Resolve issues
- Modify communication
- Address conflicts
- Improve team interaction
Enterprise Environmental Factors
- Human resource management policies
Organizational Process Assets
- Certificates of appreciation and other forms of recognition/award
Process Techniques
Manage Team: Tools and Techniques
Interpersonal and Team Skills
- Conflict management–sources of conflict include scare resources, scheduling priorities, and personal work styles. The conflict can be reduced by team ground rules (that should be included in the team charter), clear definition of roles and responsibilities, and effective planning of communication.
- Decision making–in the context of this process, this means being able to manage the team members both individually and in their interactions in meetings and ongoing communication so that decision-making is effective.
- Emotional intelligence-knowing the personality types of the team members helps one in guiding communication in such a way that it will be accepted more readily by them. It also allows one to reduce tension and to increase cooperation among the team members.
- Influencing–Especially in a matrix environment, where team members do not directly report to the project manager, it is important to be able to influence the team members so that the project can succeed.
- Leadership–Leadership is the ability to inspire a team to do well. It is especially important to communication the vision of the project objectives and inspire the project team to achieve high performance.
Project Management Information System (PMIS)
This is the software program, like Microsoft Project and primavera , used in managing a project.
It can include software that can manage and coordinate team members across various project activities.
please note that here in networks pioneers we have created 2 courses for managing project with primavera and Microsoft project
process outputs
Manage Team: Outputs
Change Requests
- If in managing the team there are recommendations for corrective or preventive actions, these requests for changes are made and then processed for review in process Perform Integrated Change Control.
- If these changes include staffing changes, these can create changes in the project management plan
Project Management Plan Updates
The components of the project management plan that may be updated as a result of this process include the following:
- Resource management plan–the experience of this process may require updating the resource management plan
- Schedule baseline–if staffing changes require changes to the schedule, this is updated as a result of this process.
- Cost baseline–if staffing changes require changes to the budget, this is updated as a result of this process.
Project Documents Updates
- Issue log–if new issues are raised as a result of this process, they are entered in the issue log
- Lessons learned register–if information or challenges relating to the management of the team are encountered as a result of this process, the lessons learned register is updated so that the approaches that worked well can continue to be utilized during the project, and so that approaches that did not work well can be avoided.
- Project team assignments–if changes to the team are required as a result of this process, then these changes are recorded in the project team assignment documentation.
Enterprise Environmental Factors Updates
- Input to organizational performance appraisals
- Updates to personnel skills
