MGMT 3110 - 10

Requirements for an effective shared vision

VISION: communicate, strategic sense, passion, inspires others

Establishing a team identity

effective use of meetings, co-location of team members, creation of project team name, team rituals

Encouraging functional conflict

encourage dissent by asking tough questions, bring in people with diff points of view, designate someone to be a devil's advocate, ask the team to consider an unthinkable alternative

Recruiting project members

factors affecting recruiting: importance of the project, mgmt structure to complete the project. how to recruit? ask for volunteers. Who to recruit? problem-solving ability, availability, technological expertise, credibility, political connections, ambition, initiative, and energy

Rejuvenating the project team

informal technique: institute new rituals, take an off-set break as a team from the project, view an inspirational message or movie, have the project sponsor give a pep talk. formal techniques: hold a team building session facilitated by an outsider to clarify ownership issues affecting performance, engage in an outside activity that provides an intense common experience to promote social development of team

Managing dysfunctional conflict

mediate, arbitrate, control, accept, and eliminate the conflict

Characteristics of high-performing teams

share a sense of common purpose, make effective use of individual and expertise, have balanced and shared roles, maintain a problem solving focus, accept differences of opinion and expression, encourage risk taking and creativity, sets high personal performance standards, identify with the team

Conditions favorable to the development of high performance project teams

ten or fewer team members, voluntary team membership, continuous service on the team, full team assignment to the tea, an org culture of cooperation and trust, members report only to the project manager, all relevant functional areas are represented on the team, the project has a compelling objective, members are in speaking distance of each other

Managing project reward systems

who gets what as an individual reward? how to make the reward have last significance? How to recognize individual performance? letters of commendation, public recognition for outstanding work, desirable job assignments, increased personal flexibility

Synergy

10 (positive synergy), 2 (negative synergy)

Managing virtual project teams

Challenges: developing trust, exchange of social information, set clear roles for each team member. Developing effective patterns of communication: include face-to-face if at all possible, keep team members informed on how the overall project is going, don't let team members vanish ,establish a code of conduct to avoid delays, establish clear norms and protocols for surfacing assumptions and conflicts, share the pain in terms of multiple time zones

Orchestrating the decision making process

problem identification, generating alternatives, reaching a decision, follow up

Creating a high performance project team

recruit team members > conduct project meetings, establish team identity, create a shared vision, build a reward system, manage decision making, manage conflict, rejuvenate the project team > superior performance