ELC 347 DAY 5. Agenda Questions Assignment # 1Corrected 2 A’s, 1 B and 2 C’s Assignment #2...

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ELC 347

DAY 5

Agenda

Questions Assignment # 1Corrected

2 A’s, 1 B and 2 C’s Assignment #2 Corrected

2 A’s, 1 B and 2 non-submits Exam #1 (next Class)

Chap 1-3 Ghattas text, 1-7 of Project text 15 M/C (4 points each) 4 essays (10 points each) Open book, 60 min

Group Project Meeting (30 Min) Discussion on Teams Individual Capstones

Teams Objectives

Recognizing the Need for Teams Identifying Elements of Successful teams

Knowledge Skills Attitude Intimacy Supportive Organizational Climate

Constructing the Team The Design The Foundation The Natural Disaster The Fabrication The Inspection and Sign-off

Recognizing the Need for Teams

Downsizing eliminated layers of management Flatter organizations Cross-trained employees

Increased per-employee productivity rates in team environments

Types of teams Management teams Cross-functional teams Self-directed teams Project teams

Matrix Organization

Cross-functional & Project teams

Identifying Elements of Successful Teams

Three possible scenarios for Project Managers A task for which the project manager

picks the team A pre-assembled group Multiple teams on multiple projects

Characteristics of Successful Teams

Each member shares and supports the vision and goals of the team

Each member takes responsibility for both the tasks needs and the workplace relationship needs of the team

Each member understands and is able to respond to the factors, internal and external, that impact the team’s potential for success

Each member posses the skill to manage his/her parts of the project and to support others’ contributions

Each member demonstrates superior skill in workplace interpersonal communications

Identifying Elements of Successful teams

Knowledge Skills Attitude Intimacy Supportive Organizational Climate

Knowledge

Often missing in low performance teams Each team member must know

What the goal is What his or her role in the completion of that goal is How internal and external constraints affect the process

Each team member should know Possible obstacles & Resources to overcome External factors affecting the business they are in Internal constraints imposed by budgets, personnel, processes and

policies A manager must

Lay out visions and objectives early Get buy-in from all team members Educate team members

Skills

Two Major categories Technical (project task related)

Overlapping with little or no duplication Group harmonizing (interpersonal

relationships) Communications Conflict management Developing peer relationships Group problem solving

Attitude

Each team member must have the attitude that The goal of the team is in the best interest of the

company The project is “doable” with the skills and

resources available Each member needs and respect every other

team member ability to contribute Team leader is a facilitator and must

nurture these attitudes Bad attitudes are toxic and contagious

Intimacy

High stress environments create close relationships

Benefits of “bonding” Increases employee loyalty Higher satisfaction with work

Must be balance with a personal Life Prevent burnout Work and play together

Supportive Organizational Climates

Organizational barriers Inadequate release time Territorial behavior Lack of funding for training and support Lack of guidance or upper management

direction

Supportive Organizational Climate

Designate a ranking person to “kick off” and mentor the team

Provide funding for and set a value on training Facilitate Group gatherings Funnel critical strategic information to the team Release and/or assign authority for decision making

to the team Be aware of the teams’ achievements and celebrate

them

Constructing the Team

Project teams fail because of too little Preparation Training Information Commitment Support All the above

Constructing the Team

Project managers are responsible for constructing teams 5 step process

Design Set the foundation Manage natural disasters Allow for fabrication Inspections and sign-off

Level A – the design

Who are you and why are we here? Project manager input

Introduces the team members and their roles

Express confidence in each members ability to contribute

Outlines the vision for the team

Level B- the foundation

Let’s get organized Project managers input

Facilitate team development of operational rules and guidelines Communication Conflict resolution

Guide goal-setting and role-defining activities

Provide team skill training

Level C – the natural disaster

I don’t like you or this project! Indicators

Territorial behavior Sniping, silence sullenness grumbling Inability to reach agreement Decrease in productivity Lack of enthusiasm

Project Manager input Mediate and reinforce conflict resolution skills Model and foster constructive problem-solving approach Persist to resolution and relationship restoration

Level D-the fabrication

We’re really producing “Sweet spot” Danger of Group think

Death of challenge and change Project manager’s input

Celebrate Success Monitor Progress Beware of “happy camper’s”

Level E – The inspection and sign-off

Are we finished? What do we do now? Project Manager Input

Define Closure Allow mourning period Facilitate transition to new project team

After action meeting and report

Capstone Project

Must be a Project Plan of your choosing Deliverables include a presentation

Criteria for Evaluation of Capstone Projects Capstone Proposal  10% Perceived Difficulty of Project  20% Originality of Solution 10% Thoroughness of Project 10% Clarity of Presentation 10% Adherence to Proposed Deliverables  10% Adherence to Project Schedule           10% Overall Quality of Project 20%

Schedule for Capstone Deliverables October 20 Proposal Due November 3 Progress Report E-mailed to TonyG@maine.edu November 17 Progress Report E-mailed to TonyG@maine.edu December 1 Progress Report E-mailed to TonyG@maine.edu   Final Class Day All Deliverables & Presentation Due

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