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Dr. Jana Jagodick Polytechnic of Namibia, 2012
Project Management
Chapter 8
Project Resource Management
Team Building & Team Development
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Project resource managementTeam building and team development
Who knows the difference?
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Team building and team developmentTeam building • retroactive• focuses on solving problems relating to team
members in the short term • short duration
Team development • pro-active • focuses on the ongoing achievement of targets
(positive motivation)• for the duration of the project
Team building is part of team development
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Stages in team development• Like in a personal relationship, teams have to
grow through different stages of development before they become effective
• The following stages have been identified:– forming: of a team identity– storming: where individual evaluate their initial
expectations; possible dissatisfaction– norming: rules and standards are set– performing: high commitment and job satisfaction.
Team functions effectively.– adjourning: closure/disbandment of team. Possibly
insecurity about the future.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Stages in team development
Bruce Tuckman
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Forming• Takes place in the first stages of team building• Team meets and learns about the opportunity & challenges,
agrees on goals and begins to tackle the tasks• Team members tend to behave quite independently• They may be motivated but are usually relatively uninformed
of the issues and objectives of the team• Team members are usually on their best behavior but very
focused on self• Mature team members begin to model appropriate behaviour• Sharing the knowledge of the concept of "Teams - Forming,
Storming, Norming, Performing, Adjounring" is extremely helpful to the team
• Supervisors of the team during this phase tend to need to be directive.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Storming• Different ideas compete for consideration• Team addresses issues such as what problems they are really supposed to solve, how they will function independently and together and what leadership model they will accept• Team members open up/confront each other's ideas and perspectives.• In some cases storming can be resolved quickly. In others, the team never leaves this stage. • The maturity of some team members usually determines whether the team will ever move out of this stage. Immature team members will begin acting up to demonstrate how much they know and convince others that their ideas are correct•Some team members will focus on minutiae to evade real issues
Dr. Jana Jagodick Polytechnic of Namibia, 2012
StormingStorming is necessary to the growth of the teamIt can be contentious, unpleasant and even painful to members of the team who are averse to conflictTolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail
This phase can become destructive to the team and will lower motivation if allowed to get out of control.Supervisors of the team during this phase may be more accessible but tend to still need to be directive in their guidance of decision-making and professional behaviour
Dr. Jana Jagodick Polytechnic of Namibia, 2012
NormingTeam members adjust behaviour to each other as they develop work habits that make teamwork more fluidTeam members agree on rules, values, professional behavior, shared methods, working tools and even taboosand begin to trust each other. Motivation increases.
Teams in this phase may lose their creativity if the norming behaviours become too strong and begin to stifle healthy dissent and the team begins to exhibit groupthink
Supervisors of the team during this phase tend to be participative more than in the earlier stages. Team members take more responsibility for making decisions and for their professional behaviour.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Performing• Team members have become interdependent • They are now motivated and knowledgeable. • The team members are now competent, autonomous and able to
handle the decision-making process without supervision. • Supervisors of the team during this phase are almost always
participative. • The team will make most of the necessary decisions. • Even the most high-performing teams will revert to earlier stages
in certain circumstances. Many long-standing teams will go through these cycles many times as they react to changing circumstances. For example, a change in leadership may cause the team to revert to storming as the new people challenge the existing norms and dynamics of the team.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
AdjourningTuckman later added a fifth phase, adjourningInvolves completing the task and breaking up the team
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Team Development
Inputs1. Project staff
2. Staffing mgt
plan
3. Project plan
4. Performance
report
5. External feedback
from stakeholders
Tools & techniques1. Team building
2. Mgt skills
3. Reward &
Recognition
4. Co-location
5. Training
Outputs1. Team
performance
improvement
2. Individual
performance
improvement
3. Input to
performance
appraisals
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Barriers to Team developmentThe main barriers have been identified to be:• differing outlooks, priorities and interests• role conflicts• unclear project outcomes and objectives• dynamic project environments• competition over team leadership• lack of team definition and structure• team personnel selection• credibility of project leader• lack of team member commitment• communication problems• lack of top management support
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Team Effectiveness• Project success requires an effective project
team, which can be identified by having the following characteristics:
– a clear understanding of project objectives– clear expectations of each team
member’s role and responsibilities– a result orientation– a high degree of co-operation and
collaboration– a high level of trust
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Size of Team• It is difficult to suggest the correct size
that a project team should be• Big teams obviously have all the
disadvantages of big organisation like long channels of communication and authority, lack of control
• The size of the team depends on the complexity and number of deliverables of the project
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Team Effectiveness Review (TER)• Periodic team effectiveness review meetings can
improve team effectiveness and productivity• During these meetings team members
effectiveness, progress in general, problem areas solving, planning of project phases and identification of priorities and the team’s general functioning are discussed.
• The aim of TER is to improve the effectiveness of the project team and to work at reducing those aspects, which if left unattended, could cause team productivity and performance to decrease.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Role of Project Manager• The project manager has to apply the four
basic functions of management:– manager planning the project (with his team)– organising the human and other resources– leading a team with different backgrounds– controlling: actual performance vs budgets
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Role of Project ManagerIn order to achieve these functions, the project has to
be a – Co-ordinator– Communicator– Leader– Decision maker– Delegator– Technical expert– Motivator– Negotiator– Mediator (conflicts) – Problem solver.
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Role of Team Members
As an expert in the subject matter
As a team member playing a role in the team
As a role model
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Belbin Team RolesBELBIN Team-Role
Type Contributions Allowable Weaknesses
Plant Creative, imaginative, unorthodox. Solves difficult problems.
Ignores incidentals. Too pre-occupied to communicate effectively.
Coordinator Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well.
Can often be seen as manipulative. Off loads personal work.
Monitor evaluator
Sober, strategic and discerning. Sees all options. Judges accurately.
Lacks drive and ability to inspire others.
Implementer Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.
Somewhat inflexible. Slow to respond to new possibilities.
Completer finisher
Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time.
Inclined to worry unduly. Reluctant to delegate.
Resource investigator
Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts.
Over - optimistic. Loses interest once initial enthusiasm has passed.
Shaper Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles.
Prone to provocation. Offends people's feelings.
Team worker Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction.
Indecisive in crunch situations.
Specialist Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
Contributes only on a narrow front. Dwells on technicalities
Dr. Jana Jagodick Polytechnic of Namibia, 2012
Belbin Team Roles• Which are you??
