SU OPER 576 - Organizational and Team Issues

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Project Management: Organizational and Team Issues OPER 576 April 22, 2004AgendaOrganizational IssuesSlide 4Slide 5Slide 6Organizational Issues - Culture“Discipline of Teams”Teams vs. Working GroupsBuilding Team PerformanceTeam Dev’t: Nine Situational Factors for High-Performing TeamsTraits of High-Performing teamsProject Team PitfallsTeams: Stages of DevelopmentPunctuated EquilibriumFacilitating Group Decision MakingEncouraging “Functional Conflict”Managing Dysfunctional ConflictQuestionsProject Management:Organizational and Team IssuesOPER 576April 22, 2004Greg Magnan, PhD.Agenda•Organizational Issues–Structure: Functional, Dedicated teams, Matrix–Culture: Affects project success•Team Issues–Phases: Forming, Storming, Norming, Performing•Punctuated Equilibrium–Meetings: Role of PM–Rewards: Individual or team?–Conflict: What to do?–Pitfalls: Too much love•Homework Assignment–Organizational and Team factorsOrganizational Issues•Projects: Interface w/ Organization–Org’ns: repeatable and ongoing activities–Projects: unique and temporary; multi-disciplinary•“Because projects span across functional areas, identifying and legitimizing PM authority is often problematic.” »Gray and Larson, Chapter 3.Organizational Issues•Method of Organizing Projects–Within the Functional Organization•Delegating tasks to functional units•PRO: Leverage expertise; career paths maintained•CON: lack of focus; weak integration; longer–Dedicated Project Teams•PRO: Motivation; cohesiveness; focus; x-functional•CON: Expensive; “projectitis”; top talent; post? –Matrix•PRO: expertise, career, motivated, focused•CON: tension b/t P and F; scarce resources; 2 bossesOrganizational Issues•Method of Organizing Projects–Virtual Projects•Managing projects that span across organizational boundaries•Increasingly common•PRO: Costs; expertise; more proejcts•CON: coordination (timing, culture, sensitive information, etc.); loss of control; conflictsOrganizational Issues•Factors to inform PM STRUCTURE–Size of project–Strategic importance–Organization’s need for innovation–Organization’s need for integration–Environmental complexity–Budget and Time constraints–Stability of system resources•“Higher” means more autonomy to Project teamOrganizational Issues - Culture•System of shared norms, beliefs, values and assumptions which bind people together, thereby creating shared meanings–Reflects the personality of the organization–Can impact a firm’s ability to motivate people and span cross-functional boundaries–Provides a sense of identity–Helps legitimize the management system–Clarifies and reinforces standards of behavior–Helps create social order–“Culture is the river and the project is the boat.”•Gray and Larson“Discipline of Teams”•Teams call for BOTH individual and “mutual accountability,” which can lead to results beyond the reach of individuals. Members must:–Listen; Respond constructively; Provide support…and have:•“Essential Discipline”–Meaningful, common purpose the team has shaped–Specific performance goals that stem from purpose (e.g., getting new product developed in half the time)–Mix of complementary skills (technical-functional expertise, problem solving / decision-making, interpersonal)–Strong commitment to how work gets done and that all do their share–Mutual accountability: process of creating shared goals creates bond among team membersSource: Katzenbach & Smith, 1993Teams vs. Working Groups•Working groups: performance is a function of what the individuals do–Come together to share information, perspectives and insights; make decisions that help one another; reinforce individual performance standards, BUT–Members only take responsibility for their own work•Teams: involve collective work products, items in which 2 or more members collaborate (e.g., survey)•“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”Source: Katzenbach & Smith, 1993Building Team Performance•Establish urgency, demanding performance standards, and direction–Teams work best in a compelling context•Select members for skill and skill potential, not personality•Pay particular attention to first meetings and actions, especially actions of leaders•Set come clear rules of behavior–Attendance, confidentiality, analytic approach, end-product orientation, constructive confrontation and contributions to project/work.Source: Katzenbach & Smith, 1993Team Dev’t: Nine Situational Factors for High-Performing Teams1. 10 or fewer members on team2. Members volunteered3. Serve on project from beginning to end4. Assigned to project full time5. Part of org. culture that is collaborative/trusting6. Members report solely to PM7. All relevant functional areas are on team8. Project involves a compelling objective9. Members are located in conversational proximitySource: Gray & Larson, 2003Traits of High-Performing teams•No sacred cows; members should feel free to raise any relevant issues•Confidentially is maintained unless team agrees•It is acceptable to be in trouble, but not acceptable to surprise others•Zero tolerance for bulling through a problem or issue•Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward•Respect outsiders, and do not flaunt one’s position on the team•Hard work does not get in the way of having funSources: Katzenbach & Smith, 1993; Bolman and Deal, 1992; Katz, 1997.Project Team Pitfalls•Working toward other goals at the expense of team goals•Groupthink: members in a group may lose their evaluative capabilities•Bureaucratic Bypass Syndrome–May get sabotaged from outside!•Entrepreneur’s Disease–Project goals at expense of overall company•Going NativeTeams: Stages of Development•Forming–Getting acquainted/polite but untrusting; formalities are preserved and members are treated as strangers; Begin to establish ground rules–Stage is completed when members begin to think of themselves as part of a group•Storming–High degree of internal conflict / testing others; Members resist the constraints placed on their individuality; Conflict over who will lead, how decisions made, etc.–Stage ends as the conflicts are


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