9.4 Manage Project Team

Up one level

"The process of tracking team member performance, providing feedback, resolving issues and managing changes to optimize project performance."

The definition shown above in italics is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013 Figure 9-11 Page 279

Manage Project Team - is all about:

Tracking and influencing team performance,
Providing feedback,
Managing conflict and resolving issues
Initiating changes to optimize project performance.

How do we do this:

Observation and conversation
Project performance appraisals
Conflict management
Issue log
Interpersonal skills

Conflict resolution - up to 20% of PM‟s time

Conflict resolution:

Collaborate/Problem Solve – achieving consensus and commitment through collaborating with others, digging to identify underlying concerns
Compromise/Reconcile – mutually acceptable solutions to (partially) satisfy both parties
Smooth/Accommodate – emphasise areas of agreement, not differences
Withdraw/Avoid – retreating, moving away from the problem, not addressing area of conflict
Force/Direct – power oriented mode, pursues own concerns at expense of others

Conflict and the Project Life Cycle

Project formation

Conflict over project priorities
Conflict over administrative procedures

Early project phases

Conflict over project priorities
Conflict over schedules

During main project

Conflict over schedules
Conflict over technical opinions and performance trade-offs

Towards the end of the project

Conflict over schedules.

Conflict Management Process

First Steps

Team members try to resolve the issue themselves first
PM facilitates a solution if they cannot

Discuss

In private; collaborative approach; confront the problem; suggest compromise where necessary (solves the conflict partially/temporarily)
Get people to understand how to move forward and own actions
Get agreement on actions

Next Steps

If resolution has not worked, step up to using disciplinary action if they are not responsive

Remove from the team

If things are not working or not going to work

Exit from the organisation

Drastic step but it is sometimes necessary

Performance Appraisal

A system to appraise performance in the execution of role responsibilities:

Delivering positive and negative feedback – the appraisal sandwich.
Clarifying roles and responsibilities.
Comparing performance to goals.
Discovering unknown or unresolved issues – these arise when managing a team
Establishing future goals.
Identifying training or development needs.

Leaders & Managers

Powers of the Project manager, from best to worst

Referent – power of an individual over the Team or Followers, based on a high level of identification with, admiration of, or respect for the powerholder/ leader
Expert – recognition for expertise
Reward – sweet tooth / bonus
Formal – power based on position
Penalty – enabling through punishment

Links to Other Processes

One output is a Change Request

Need to make changes to staffing profile
Need to outsource some work

Preventive actions – to ensure future performance is aligned with the PM plan