Chapter 10-11 Flashcards
Management
coping with complexity, deals with originally making the schedule and plan
Leadership
coping with change, deals with difficult project problems
Stakeholders
people and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project.
Types of Stakeholders
- project team
- project managers
- administrative support
- functional managers
- top management
- project sponsors
- contractors
- government agencies
- other organizations
- customers
Law of Reciprocity
one good deed deserves another, one bad deed deserves another. Example: exchange resources or services you have today for future resources
Forms of Influence (currencies)
- task-related currencies ( the ability to respond to subordinates’ requests for additional manpower, money, or time to complete a segment of a project.)
- position-related currencies (a project manager could give someone a challenging assignment to build their skills and abilities and therefore aid their advancement)
- inspiration-related currencies (Most sources of inspiration derive from people’s desire to make a difference and add meaning to their lives. Creating an exciting, bold vision for a project can create extraordinary commitment.)
- relationship-related currencies (The essence of this form of influence is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship.)
- personal-related currencies (The extent which we can help others feel a sense of importance and personal worth will naturally generate goodwill. A project manager can enhance a colleague’s sense of worth by asking for help or opinions, delegating authority over work and allowing individuals to feel comfortable stretching their abilities)
Synergy
derived from the greek word sunergos which translates to work together. Synergy is when groups of people work effectively together
Five Stages of Team Development
- forming
- storming
- norming
- performing
- adjourning
Tips for Establishing Team Identity
- effective use of meetings
- co-location of team members
- creation of project team name
- get the team to build or do something early on
- team rituals
project reward systems
- letters of recommendation (these letters commending their work can be sent to their supervisors to be placed in their personnel files)
- public recognition
- job assignments
- flexibility
Managing Dysfunctional Conflict
- Mediate the conflict
- Arbitrate the conflict
- Control the conflict
- Accept it
- Eliminate the conflict
Mediate the conflict
The manager intervenes and tries to negotiate a resolution by using reasoning and persuasion, and suggesting alternatives
Arbitrate the conflict
The manager imposes a solution to the conflict after listening to each party. The goal is not to decide who wins but to have the project win, therefore it is important to seek a solution that allows each party to save face; otherwise the decision may provide only momentary relief.
Control the conflict
Reducing the intensity of the conflict by smoothing over differences or interjecting humour is an effective strategy.
If feelings are escalating the manager can adjourn the interaction and hope cooler heads prevail the next day. If conflict continues to escalate, project assignments may need to be rearranged if possible, so that two parties don’t have to work together.
Accept it
in some cases conflicts will it live the life of the project and though a distraction it is one that a manager has to live with
Eliminate the conflict
When the conflict has escalated to the point where it’s no longer tolerable, if there is a clear villain than he or she should be removed. If both parties are at fault then it would be wise to eliminate both individuals; their removal would give a clear signal to others that a team of this behaviour is not acceptable.
When to use email
to distribute important information and news in a one-to-one or one-to-many frame of reference
When to use electronic bulletin boards
to encourage discussion and flush and diversity of opinion on issues
When to use videoconference
When you need to see each other’s faces and expressions
This is important during early phases of project when you are building relationships and developing common understanding of what needs to be done.
Also for critical decisions and/ongoing continuous issues
When to use conference calls
When people in different locations are working on common documents, presentations, sketches, and models
Use for status report meetings and to sustain social camaraderie
When to fly
Fly to build or repair trust
Use travel budget to get all key players together early on to instill commitment to the goals of the project and engaging team building activities
Groupthink
Illusion of invulnerability (think the group is invincible)
Whitewash critical thinking (only look at few solutions ignores alternatives, fails to examine consequences, too quickly dismiss alternatives that at first appear unsatisfactory)
Bureaucratic bypass syndrome
project teams are licensed to get things done without going through the normal Protocols of the parent organization bypassing bureaucratic panels is appealing at first however bypassing becomes a way of life and it results in the rejection of bureaucratic policies and procedures which provides the glue to the overall organization.
Team spirit becomes team infatuation
Some become infatuated with the challenge of the project in the town around them which leaves them lost and contributes to burnout and disorientation upon completion of the project.
Going native
This happens when the customers interest takes precedence over the parent organizations interest. this change in viewpoint can lead to a excessive scope creep and open defiance of corporate policies and interests
