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BSYS603 Project Management > (10) Teamwork and Leadership > Flashcards

(10) Teamwork and Leadership Flashcards

1
Q

Importance of teamwork.

A
  • Project success will be associated with teamwork.

- Project failure will surely result if we do not work as a team.

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2
Q

What is a Project Team?

A
  • A team which members fulfil different functions and tasks of the same project.
    • Also, a collection of persons that work together for the common objective and have a responsibility for the specific results.
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3
Q

How does a Project Team work?

A
  • Is engaged for a certain time period and will be dissolved after the project is finished.
    • The team members can change throughout the project as people are added and removed from the project.
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4
Q

Role of project team (during planning)

A
  • To help plan what needs to be done and to create time and cost estimates for their work packages.
    - To identify risks.
    - To identify and involve stakeholders.
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5
Q

Role of project team (during execution and monitoring & control)

A
  • To complete work packages or activities.
    - To look for deviations from the project management plan.
    - To improve processes.
    - To comply with quality and communications plans.
    - To attend project team meetings.
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6
Q

Characteristics of high-performing teams.

A
  • Share a sense of common purpose.
  • Make effective use of individual talents and expertise.
  • Have balanced and shared roles.
  • Maintain a problem-solving focus.
  • Team energy used to fix problems not blame
  • Encouraging differences of opinion.
  • Mistakes are opportunities for learning not for punishments.
  • Also encourages risk taking and creativity.
  • Sets high personal performance standards.
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7
Q

Five-stage team development model.

A
  • Forming Stage.
  • Storming Stage.
  • Norming Stage.
  • Performing Stage.
  • Adjourning Stage.
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8
Q

Forming Stage.

A
  • Occurs when team members first come together as a team.
  • What happens?
    - Strong dependence on leader.
    - Simple ideas.
    - Avoidance of controversy.
    - Avoidance of serious topics.
    - Minimum feedback.
    - Leaders..
    - Direct.
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9
Q

Storming Stage.

A
  • Teams discover..
    • Teamwork is more difficult than they expected.
    • Leaders coach.
    • What happens?
      - Strongly expressed views.
      - Challenging others’ ideas.
      - Challenging leadership, authority, and position.
      - Withdrawal by some team members.
      - Lack of collaboration, competing for control.
      - High level of reacting or defending.
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10
Q

Norming Stage.

A
  • Begins as…
    - The team moves beyond the storming stage and begins to function as a team.
    - Leaders facilitate.
    - What happens?
    - Active listening.
    - Shared leadership.
    - Methodical systematic ways of working.
    - Readiness to change preconceived views.
    - Receptiveness to others’ ideas.
    - Active participation by all.
    - Conflicts seen as mutual problems.
    - Open exchange of ideas.
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11
Q

Performing Stage.

A
  • When a team reaches the performing stage, it…
    - Is functioning as a high performance team.
    - What happens?
    - High creativity.
    - Openness and trust.
    - Strong relationships.
    - High achievement.
    - Leaders…
    - Delegate.
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12
Q

Adjourning Stage.

A
  • Breaking up the team when the required task is complete.
  • What happens?
    - Adjourning is the break-up of the group, hopefully when their task is
    completed successfully, their purpose is fulfilled.
    - Recognition of and sensitivity to people’s vulnerabilities is helpful.
    - Leaders…
    - Reassure and communicate.
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13
Q

Types of Teams.

A
  • Virtual Project Team.

- Self-directed Team.

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14
Q

What’s a Virtual Project Team?

A

A group of team members, linked via technology to each other and various project stakeholders, which operates as a unified team.

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15
Q

Benefits (of Virtual Project Team).

A
  • Ability to share information and communication among team members and organisation entities of geographically dispersed projects.
  • To some degree, it neutralises the cultural differences.
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16
Q

Challenges (of Virtual Project Team).

A
  • Ability to work with the given technology.
  • Project tracking and performance assessment is often very difficult.
  • Risks are difficult to detect and assess.
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17
Q

What’s a Self-Directed Team?

A
  • A group of people charted with specific responsibilities for managing themselves and their work, with minimal reliance on external supervision, control and bureaucracy.
  • Team structure, leadership and work plans often evolve on needs.
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18
Q

Benefits (of a Self-Directed Team).

A
  • Can handle complex assignments.
  • Widely shared goals, values and information.
  • Flexible towards changes.
  • High degree of self control, ownership, commitment towards the project objectives.
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19
Q

Challenges (of a Self-Directed Team).

A
  • Self-directed team does not just happen.
  • A high degree of self-motivation and skills must exist among the team members.
  • They often require more sophisticated external guidance and leadership.
  • Empowerment and self-control might lead to unintended results and consequences.
20
Q

Methods of Conflict Management.

A
  • Constructive Methods.
    - Problem-solving.
    - Compromise.
    • Destructive Methods.
      • Forcing.
      • Withdrawing.
      • Smoothing.
21
Q

Constructive Team Roles.

A
  • Initiators: initiate ideas.
  • Information seekers: seek to gain understanding of the project.
  • Information givers: share information with team.
  • Encouragers: focus on what can be accomplished.
  • Clarifiers: make certain that everyone’s understanding is the same.
  • Harmonisers: enhance information to increase understanding.
  • Summarisers: restate the details briefly and relate them to the big picture.
  • Gate keepers: draw others in.
22
Q

Destructive Team Roles.

A
  • Aggressors: are hostile to the project.
  • Blockers: interrupt the flow of information.
  • Withdrawers: do not participate.
  • Recognition seekers: interested in their own benefit.
  • Topic jumpers: change discussion subject.
  • Dominators: present opinions forcefully.
  • Devil’s advocate: automatically take a contrary view to suggestions.
23
Q

Management.

A
  • Telling…
    • Formulating plans and objectives.
    • Designing structures and procedures.
    • Monitoring results against plans, taking corrective action when necessary.
    • Mechanistic, practical.
    • Metaphor of an engine.
24
Q

Leadership.

A
  • Selling…
    • Setting direction and operation plans.
    • Aligning people to the new direction.
    • Motivating team to work together to overcome hurdles.
    • Sensitive, adaptive to what is happening.
    • Metaphor of a plant.
25
Q

Leadership Styles.

A 
Commanding
Pace-setting
Democratic
Affiliative
Visionary
Coaching
26
Q

Commanding.

A
  • Style in a phrase:
    • Do what I tell you.
  • Leader’s way of working:
    • Demands immediate compliance.
  • Underlying emotional intelligence competencies:
    • Achievement.
    • Initiative.
    • Self-control.
27
Q

Pace-setting.

A
  • Style in a phrase:
    • Do as I do.
  • Leader’s way of working:
    • Sets high standards of performance.
  • Underlying emotional intelligence competencies:
    • Conscientiousness.
    • Achievement.
    • Initiative.
28
Q

Democratic.

A
  • Style in a phrase:
    • Let’s decide what to do together.
  • Leader’s way of working:
    • Creates consensus through participation.
  • Underlying emotional intelligence competencies:
    • Collaboration.
    • Team leadership.
    • Communication.
29
Q

Affiliative.

A
  • Style in a phrase:
    • Let’s do what’s best for everyone.
  • Leader’s way of working:
    • Creates harmony and builds emotional bonds.
  • Underlying emotional intelligence competencies:
    • Empathy.
    • Building relationships.
    • Communication.
30
Q

Visionary.

A
  • Style in a phrase:
    • Do what will help us reach our goals.
  • Leader’s way of working:
    • Mobilises people towards a vision.
  • Underlying emotional intelligence competencies:
    • Self-confidence.
    • Empathy.
    • Change catalyst.
31
Q

Coaching.

A
  • Style in a phrase.
    • How can I help you do it better?
  • Leader’s way of working.
    • Develops people for the future.
  • Underlying emotional intelligence competencies.
    • Developing others.
    • Empathy.
    • Self-awareness.
32
Q

Being a leader.

A

“is all about building respect among people with varying levels of status and authority.”

33
Q

What do Project Managers need?

A

Both leadership and managerial skills.

34
Q

What must Project Managers do?

A
  • Take responsibility for leading the project effort towards the stated and agreed upon goals and objectives of the project.
    • Have a very clear idea of what constitutes the successful conclusion of the project.
    • Carry out proper planning and contingency planning.
    • Prepare accurate schedules.
    • Communicate (technical and public relations).
    • Elaborate progress reporting.
    • Coordinate and supervise.
35
Q

What are Project Managers required to have?

A
  • Broad understanding of the various areas that must be coordinated and requires strong interpersonal skills.
    • Good communication skills as they live in a world of conflict.
36
Q

Skills of Project Manager.

A 
Organisational
Communication
Team Building
Coping
Technological
Leadership
37
Q

Organisational.

A
  • Planning.
    • Goal-setting.
    • Analysing.
38
Q

Communication.

A
  • Sell ideas.

- Good listening skills.

39
Q

Team building.

A
  • Motivation

- Developing empathetic relationships with other members of the project team.

40
Q

Coping.

A
  • Stress management.

- Patience.

41
Q

Technological.

A
  • Knowledge of technology required by the project.
42
Q

Leadership.

A
  • Taking initiative.
    • Setting a good example.
    • Having a positive outlook.
    • Trusting people.
    • Foreseeing.
43
Q

Characteristics of Eustress (Positive Stress).

A
  • Short-term only.
    - Perceived as within our coping abilities.
    - Motivates and focuses energy.
    - Feels exciting.
    - Improves performance.
44
Q

Characteristics of Distress (Negative Stress).

A
  • Can be short or long-term.
    - Perceived as outside our coping abilities.
    - Demotivates and drains our energy.
    - Feels very unpleasant.
    - Can lead to mental and health problems.
    - Decreases performance.
45
Q

Frequent Causes (of distress) related to Work & Employment.

A
  • Excessive job demands.
    - Job insecurity.
    - Conflicts with teammates and supervisors.
    - Inadequate authority necessary to carry out tasks.
    - Lack of training necessary to do the job.
    - Making presentations in front of colleagues or clients.
    - Unproductive and time-consuming meetings.
    - Commuting and travel schedules.
46
Q

Internal Causes (of distress).

A
  • Fears: (e.g., fears of flying, heights, public speaking, chatting with strangers at a party).
  • Repetitive Thought Patterns.
  • Worrying about future events (e.g., waiting for medical test results or job restructuring).
  • Unrealistic, perfectionist expectations.
47
Q

Causes (of distress) related to Habitual Behaviour Patterns.

A
  • Over-scheduling.
  • Failing to be assertive.
  • Procrastination and/or failing to plan ahead.

BSYS603 Project Management (12 decks)

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