MG 485 CH5 Part1

Why is it often necessary for project managers to persuade experienced workers to be part of the project team?

Because highly skilled workers tend to be excellent generalists that need to be "sold" on the project.

What is the potential downside to bringing project workers into a project too early?

Bringing SMEs on board before they are needed to complete the project could be expensive.

When assessing project team capability, the project manager should remember that his or her responsibilities are to simultaneously support all of these three entities that are intertwined in many ways, EXCEPT:

Chief Projects Officer (CPO)

power should be used by a project manager only in circumstances in which it is necessary to maintain discipline or enforce the rules.

Coercive power

The collaborative style for handling conflict has a(n)____ concern for self and a(n) ______ concern for others.

. High, high

All of these are techniques for managing project conflicts EXCEPT:

. None of these choices are correct.

Which one of these is NOT one of the increased challenges to working with a global or virtual team?

. Varied skills

Assessing Individual Member Capability

1. Activity-specific knowledge and skills 2. Personal planning and control 3. Personal learning (3 of Necessary to be strong individual performers) 4. Organizational understanding 5. Interpersonal skills and sensitivity ( 2 of Necessary to be valuable team players)

Characteristics - Project Methods

1. Agree on common goals and objectives 2. Jointly plan the project 3. Use charter to guide joint decision making 4. Work together to accomplish activities. 5. Proactively identify/ solve problems. 6. Hold each other mutually accountable

Characteristics - Personal Rewards

1. Enjoyment of work 2. High spirit & team morale 3. Pride in being part of the team 4. Satisfaction in project accomplishments

Project Team Progression Through Development Stages

1. Forming - develop team operating methods 2. Storming - stress at the magnitude of the project 3. Norming - feel part of the team 4. Performing - feel close to team mates 5. Adjourning - feeling of loss when team disbands

Characteristics - Personal Values

1. High need for achievement 2. Understanding/acceptance of responsibility 3. Commitment to self-directed behavior 4. Put project needs before their own needs 5. Willingness to consider alternative views 6. Personal commitment to project.

Pre-assignment of Project Team Members

1. Include the implementers in planning when possible *More details may be considered *Greater buy-in and enthusiasm *Ensures they are available when needed 2. Bringing SMEs on board early may be costly

Stages of Project Team Development

1. Most teams will still spend at least some time in most stages 2. Some teams get "stalled" in an early stage and do not progress 3. Setbacks for project teams can occur 4. PM can help team through stages by understanding relationship issues and tendencies

On-Boarding Project Team Members

1. On-board core team members during chartering 2. Ensure members understand the project at a high level to enthusiastic 3. Learn members' personal motives 4. Assign members to specific activities 5. Develop a plan for members' personal improvement

Negotiation for Project Team Members

1. PM may need to negotiate with the functional manager 2. Develop good relationships with functional managers 3. Most projects will have a combination of experienced and inexperienced resources 4. PMs may need to persuade a worker to work on their project. 5. PM wants to sell the person on the project. 6. Core team members often need to be excellent generalists 7. May need to recruit outside the parent organization

Characteristics - Project Results

1. Persevering despite challenges 2. Producing high-quality results 3. Consistently meeting or exceeding stakeholder expectations

Assessing Project Team Capability

1. Project teams with strong leadership are more likely to be successful 2 Effective team leadership leads to mutual trust, respect, & credibility 3. Cross-functional cooperation & support helps guide project through turbulent times 4. Planning & executing effective two-way communications is a major key to success 5. Staff the project with a combination of experienced & less-experienced members 6. People work hard and enthusiastically if they find their work stimulating & believe they will be rewarded for it.

7 Desirable traits of Agile teams:

1. Question everything 2. Focus on innovation 3. Fail their way to success 4. Communicate thoughts & ideas 5. Deliver value 6. Change incrementally 7. Connect with their purpose

Characteristics - Feelings For Team Members

1. Recognize interdependence 2. Show flexibility for how members contribute to the project 3. Share risks with teammates & tolerate minor mistakes 4. Understand, appreciate, like, & trust each other 5. Share in strong project leadership

Characteristics-Agile teams

1. Self-managed 2. Focused on project goals 3. Strong communicators 4. Able to make decisions quickly 5. Responsible 6. Willing to trust their instincts

Characteristics - Communications Methods

1. Share information freely and widely 2. Discuss important topics openly 3. Report potential problems proactively 4. Conduct frequent debriefings 5. Overcome barriers 6. Conflict over approaches is okay; personal conflict is not

Develop Project Team

1. Stages of Project Team Development 2. Characteristics of High-Performing Project Teams 3. Assessing Individual Member Capability 4. Assessing Project Team Capability 5. Building Individual and Project Team Capability 6. Establishing Project Team Ground Rules

Characteristics - Team Behavior Methods

1. The right skill mix 2. Help each other 3. Constant focus on improvement 4. Effective time and meeting management 5. Strive for innovation 6. Capture, share, and use lessons learned

Acquiring the Project Team

1.Pre-assignment of Project Team 2.Members•Negotiation for Project Team 3.Members•On-Boarding Project Team Members

Acquiring the Project Team 2

1.Some core team members may be added after planning• 2.Subject matter experts (SMEs) may be added after planning 3.Acquiring the project team involves pre-assignment, negotiation, and on-boarding.

Personal values of individual team members can contribute to team performance. Which of these is NOT one of the personal values that can contribute to a high performing team?

Ability to put their own needs above those for the project.

is the process of "confirming human resource availability and obtaining the team necessary to complete project activities".

Acquire Project Team

Which of the following steps is not part of the six-step project conflict-resolution process?

Determine which teammate was in the wrong

The objective of the ______ process is to improve competencies, team member interaction, and overall team environment to enhance project performance.

Develop Project Team

Acceptable behaviors adopted by a project team to improve working relationships, effectiveness and communication are referred to as ____________:

Ground rules

establish(es) clear expectations regarding acceptable behavior by project team members, and may cover topics such as protecting confidentiality, establishing trust and handling conflict.

Ground rules

Why is it important for project managers to have one-on-one discussions with their core team members?

Helps the project manager understand priorities and motivations of each core team member

A document used to manage points of discussion or dispute that arise during projects, in order to monitor them and ensure that they are resolved and add them to lessons learned, is called a(n) _____.

Issue log

All of these are stages of team development EXCEPT:

Learning

An output of the process Develop Project Team, an evaluation of the team's success in achieving project objectives for schedule, budget and quality levels, is called team ____.

Performance assessments

During which stage of team development do team members often feel close to one another and have a good understanding of how to work together?

Performing

When teams reach a high performing level, all of the following personal rewards for team members can result, EXCEPT:

Pride in performing as an individual

When people are arguing over a decision, it would be helpful to bring out the team charter. Which of these is NOT a reason for referring to the team charter when disagreements arise?

The team charter contains the project scope overview, which is used to distinguish between what the project will and will not do.

Which of these is NOT one of the five stages of team development?

Transforming

Under which circumstances might a project manager or sponsor retain the right to make a project decision?

When the decision requires a higher authority.

Should a virtual team also meet in person?

Yes; the team should meet in person once, at the beginning of the project.

Which of these is not a challenge of working on global and virtual teams?

competencies

Negotiation

redefining an old relationship that is not working effectively or establishing a new relationship

The sources of most project conflicts can be grouped into those related to ___________ and those related to __________.

relationships; tasks

virtual team

team members rarely meet in person, but rely on communications technology for communicating with each other.

Management

the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

Leadership

the influencing process of leaders and followers to achieve organizational objectives through change.

Acquire project team

the process of confirming human resource availability and obtaining the team necessary to complete project assignments.

Develop project team

the process of improving the competencies, team member interaction, and overall team environment to enhance project performance.

Manage project team

the process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to optimize project performance.