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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 [email protected] November 17 Progress Report E-mailed to [email protected] December 1 Progress Report E-mailed to [email protected] Final Class Day All Deliverables & Presentation Due
