5.1 Dr. Honghui Deng Associate Professor MIS Department UNLV MIS 746 IS Project Management

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Dr. Honghui DengDr. Honghui Deng

Associate ProfessorAssociate Professor

MIS DepartmentMIS Department

UNLVUNLV

MIS 746 IS Project Management

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Session 5. Project TeamSession 5. Project Team

• IS projects bring diverse people IS projects bring diverse people togethertogether–Working with computers creates a

machine focus in some–Working with people creates a different

mindset– Project managers need to make both work

together

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Session 5.Session 5.

Video 09 Manager vs. LeaderVideo 09 Manager vs. Leader

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Session 5. Project teamSession 5. Project team

• An effective team has synergy that An effective team has synergy that results in results in – The collective efforts of team members

being greater than the sum of individual efforts.

• Collective responsibilityCollective responsibility

• Open communicationOpen communication

• Learning from one anotherLearning from one another

• Successes and failures belong to all.Successes and failures belong to all.

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Session 5. Project team as a coreSession 5. Project team as a core

• While the project manager is responsible While the project manager is responsible for the overall project, team members carry for the overall project, team members carry out the actual work.out the actual work.

• An effective team exhibits An effective team exhibits synergysynergy, , excitementexcitement, , cooperationcooperation, , innovationinnovation, , coordinationcoordination, and , and drivedrive. .

• To be successful, a project team must To be successful, a project team must share a share a common vision common vision despitedespite differencesdifferences in in valuesvalues, , skillsskills, and , and stylesstyles. .

• What are important What are important characteristics characteristics of an of an effective project team?effective project team?

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Project Characteristics & ConflictProject Characteristics & ConflictBarki & Hartwick [2001]Barki & Hartwick [2001]

IndividualIndividual TeamTeam ProjectProject OrganizationOrganization

PersonalityPersonality SizeSize Time Time pressurepressure

CultureCulture

BackgroundBackground HeterogeneityHeterogeneity ResourcesResources FormForm

Role & statusRole & status LeadershipLeadership SuccessSuccess

Individual Individual goalsgoals

ParticipationParticipation Top supportTop support

HistoryHistory

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Session 5. Characteristics of an effective teamSession 5. Characteristics of an effective team

• CompetencyCompetency – in terms of technical – in terms of technical skills and managerial skills. skills and managerial skills. – Hardware, software skills as well as

communication and interpersonal skills. – The pool of talents must include

diverse knowledge and skills that enables the team to carry out the range of activities described in the project plan.

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• Common purposeCommon purpose – everyone works for the – everyone works for the same set of objectives described in the same set of objectives described in the project plan. This helps:project plan. This helps:– channel collective efforts toward the ultimate

goal of the project; e.g., customer satisfaction. – focus communication– reduce ambiguity.

– increase interaction among members. • Project goals and objectives can be used Project goals and objectives can be used

to create a sense of to create a sense of common purpose common purpose among team members.among team members.

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• Sense of trustSense of trust – among team – among team members as well as between members as well as between members and the project manager. members and the project manager. – Members feel comfortable discussing

mistakes. – Members feel comfortable asking each

other for help. – It reduces secrecy, rumor, gossip, etc.

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• Positive attitude Positive attitude – the team exhibits a – the team exhibits a can-do attitude at all times.can-do attitude at all times.– Especially when project is faced with

setbacks and difficulties; turnover, vendor issues, resource shortfall.

– It shows creativity and exhibits problem solving attitude to get things done within time and budget.

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• Outcome orientedOutcome oriented – the team – the team understands that ultimately it is the understands that ultimately it is the customer satisfaction that matters. customer satisfaction that matters. – Considers project owners, sponsors,

users and the management as customers.

– Works toward accomplishing the desired outcome.

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• Problem solvingProblem solving – the team seeks – the team seeks creative means to accomplish goals creative means to accomplish goals and objectives. and objectives. – The ability to see problems before they

arise and to prepare for appropriate response.

– It reflects team competency and experience and creates respects from stakeholders.

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• Synergy Synergy – the team exhibits high levels – the team exhibits high levels of energy, coordination, and of energy, coordination, and effectiveness.effectiveness.– The team functions as a cohesive unit.– Communication among members is

smooth and effortless.– There is a high level of understanding

among members with respect to project goals.

– The team’s energy is focused and waist is minimized.

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• Responsibility Responsibility – members feel – members feel responsible for successes and responsible for successes and failures of the project. failures of the project. – Individuals succeed or fail when the

team succeeds or fails.– Individuals relate responsibilities of

their work units and tasks with those of the project.

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• Openness Openness – the team exhibits – the team exhibits openness for exchanging ideas. openness for exchanging ideas. – Innovation and critical thinking is

encouraged.– Proposals for change are forthcoming,

realistic and timely.– Members feel comfortable seeking help

from others; this will reduce problems later.

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• Professionalism Professionalism – the team holds high – the team holds high standard, respects the individual, standard, respects the individual, and adheres to codes of ethics. and adheres to codes of ethics. – The team exhibits integrity. – Members respect each other,

customers, and stakeholders.

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Session 5. Important factorsSession 5. Important factors

• Three important factors influence Three important factors influence these characteristics: these characteristics: – Establishment of effective

communication channels.– Clear definition of the project goals

and objectives.– Careful selection of team members.

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Session 5. Highly effective teamsSession 5. Highly effective teams

• Have output greater than what the sum of Have output greater than what the sum of individual efforts can produce.individual efforts can produce.

• A highly effective team demonstrates the A highly effective team demonstrates the followings: followings: – Members volunteer to be on the team– There is representation from across

functional areas.– Members understand and accept individual

responsibilities.– Members are clear on the project objectives.

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Session 5. Highly effective teamsSession 5. Highly effective teams

– Members understand that successes and failures are shared.

– Members see the big picture and understand their individual contribution toward the big picture.

– Communication is frequent and open.– Members respect and trust their project

manager.– Members respect each other– Participation in the project is full time and for

the entire duration of the project.

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Session 5. Team workSession 5. Team work

• There are no hard and fast rules as to There are no hard and fast rules as to which means of communication is the which means of communication is the best.best.– Project manager’s experience helps to

determine this.– Team members’ work habits and style may

influence this.– Organizational and environment factors may

influence this.– Not everyone likes email, not everyone reads

memos; think of a strategy that works for your case.

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Session 5. Team selectionSession 5. Team selection

• One of the most important responsibilities of One of the most important responsibilities of the project manager is selecting team members.the project manager is selecting team members.– Look for competency– Interpersonal skills– Team work attitude– Experience

• Rigid and narrowly focused?Rigid and narrowly focused?• In high demand?In high demand?• Preconditioned about a technology?Preconditioned about a technology?• Difficult to manage personality?Difficult to manage personality?

– Start up is important– Learn about each member

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Session 5. Success factorsSession 5. Success factors

• It is difficult to create a sense of ‘It is difficult to create a sense of ‘common common visionvision’ when hundreds of individuals from ’ when hundreds of individuals from different functional areas are involved. different functional areas are involved. – Breakdown the entire team and delegate

responsibilities to key individuals– Establish effective communications.– Act as a clearing house for channeling

information.• Avoid information overload; not every piece of Avoid information overload; not every piece of

information needs to be shared.information needs to be shared.• Avoid overlap and redundancy; people will stop Avoid overlap and redundancy; people will stop

reading after a while.reading after a while.• Use timely, Use timely, accurateaccurate, and , and relevantrelevant information. information.

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Session 5. Success factorsSession 5. Success factors

• Organizational culture can influence team Organizational culture can influence team selection and success. selection and success. – Assignments may be made by general

managers or functional area managers.– The project manager must be consulted if not

the sole decision maker for selecting members. – Part-time involvement should be minimized;

continued commitment, loyalty, and the sense of ownership is affected.

– The project manager should appraise performance with the functional manager for part-time involvement; interorganizational contact and communication helps this task.

– The project manager must create an identify for the team.

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Session 5. Team developmentSession 5. Team development

• Talent poolTalent pool – a list of individuals with – a list of individuals with potential to contribute to the project.potential to contribute to the project.– Interdisciplinary list.– Reference check for potential

members.– Potential to collaborate as well as

competency.– Consider habits, strengths,

weaknesses, and experiences.

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• Task poolTask pool – a list of possible activities – a list of possible activities that are expected to be carried out that are expected to be carried out for the project. for the project. – Provides an opportunity to the project

manager to review and list tasks, task difficulty, task nature, and task overlaps.

– Hardware, software, equipment.– Interorganizational, human resources,

communication with external entities.

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• Task-skill match Task-skill match – to ensure that – to ensure that individuals perform to the best of their individuals perform to the best of their abilities.abilities.– Team potential is utilized; underutilization is

considered poor management.– Individuals like to be challenged; highly

skilled individuals like challenging assignments that gives them the opportunity to contribute.

– Level of difficulty as well as the nature of task should be considered.

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• Assignment Assignment – sufficient members with – sufficient members with necessary expertise are assigned to necessary expertise are assigned to the project.the project.– Authorizations are obtained from

appropriate departments.– Individuals are formally appointed to

tasks and made responsible.– It is clear to all members when they start,

what their responsibilities are, and how long they are expected to be involved.

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• Acquaintance Acquaintance – opportunity for – opportunity for members early in the process to get to members early in the process to get to know each other.know each other.– A participative forum to understand

abilities, work habits, and styles. – To brainstorm the project goals and

discuss innovate implementation ideas. – To give the project manager an

opportunity to learn about each member’s traits and determine effective ways of managing individuals.

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• PerformancePerformance – task performance and – task performance and activities begin with clear activities begin with clear triple triple constraintsconstraints of of timetime, , costcost, and , and focusfocus..– Work unit boundaries are defined

through breakdown structure.– Guidelines for performance appraisal

are established. – Key individuals for sub-groups are

appointed and line of communication for them is established.

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ComparisonComparison

Functional managerFunctional manager Project managerProject manager

Clear authority; quasi-Clear authority; quasi-permanent; can directpermanent; can direct

Low authority; temporary; Low authority; temporary; must convincemust convince

Established organizationEstablished organization Developing organizationDeveloping organization

Long-term relationshipsLong-term relationships Short-term relationshipsShort-term relationships

Small set of skills Small set of skills managedmanaged

Diverse set of skills Diverse set of skills managedmanaged

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Session 5. Project executionSession 5. Project execution

• A systematic approach to team A systematic approach to team development like the one described above development like the one described above helps the project manager to establish helps the project manager to establish prioritiespriorities, , responsibilitiesresponsibilities, and , and authoritiesauthorities. .

• ExperienceExperience, , availabilityavailability, , suitabilitysuitability, and , and motivationmotivation must be considered; must be considered; overcommitted, highly in demand, and overcommitted, highly in demand, and narrowly focused individuals may not narrowly focused individuals may not always be appropriate.always be appropriate.

• Highly political individuals with misplaced Highly political individuals with misplaced loyalty and commitment are high loyalty and commitment are high maintenance.maintenance.

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• Interview process can be very helpful if allowed. Interview process can be very helpful if allowed. – Some organizations do not allow interviews of internal

employees because of the rejection effect, internal politics, HR policies, and the like.

– Interviews may not be necessary for all members; more necessary for key individuals.

– Once key individuals are selected, they can help select other team members.

• Functional area managers can provide useful Functional area managers can provide useful information, especially if interviews are not information, especially if interviews are not allowed.allowed.

• The bottom line is who can contribute toward The bottom line is who can contribute toward goals and objectives. goals and objectives.

• Seek volunteers and give everyone equal chance.Seek volunteers and give everyone equal chance.

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• The first meeting is important for setting The first meeting is important for setting ground rules. ground rules.

• The project manager must prepare to have The project manager must prepare to have an effective meeting.an effective meeting.

• Participants must leave this meeting Participants must leave this meeting feeling:feeling:– There is a clear need for this project; it is

important.– The project is doable and has a competent

leader. – The team is capable of delivering project

objectives.

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• An effective meeting has a few but important An effective meeting has a few but important characteristics.characteristics.– Has a beginning; prompt and orderly start– Has an agenda; gives it a clear focus– Has a logical flow; topics flow logically– Has closure; gives a sense of accomplishment.

• The meeting should be just long enough to The meeting should be just long enough to accomplish its objectives; longer meetings do accomplish its objectives; longer meetings do not necessarily accomplish more.not necessarily accomplish more.

• If necessary, plan a retreat away from work If necessary, plan a retreat away from work environment; requires more work and may need a environment; requires more work and may need a moderator.moderator.

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• The first meeting’s The first meeting’s agendaagenda may include: may include: – The project scope– The project stakeholders– Team information; how the team was selected– The project plan; how it will be developed and who will be

involved– Communication and feedback channels– Principle deliverables– Principle milestones– Team conduct and interaction– Monitoring progress and quality – Subsequent meetings format

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Session 5. SummarySession 5. Summary

• Information systems projects very Information systems projects very valuablevaluable

• Many difficulties in managing personnelMany difficulties in managing personnel– New activities– Diverse people– Dynamic environment– Pressure (time, budget)

• Project Managers need special abilitiesProject Managers need special abilities– Get things done without authority

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Session 5. Discussion questionSession 5. Discussion question

• This chapter argues that an effective This chapter argues that an effective team exhibits team exhibits a sense of trusta sense of trust among among members as well as among members and members as well as among members and the project manager. It argues that a the project manager. It argues that a sense of trust enables team members to sense of trust enables team members to openly discuss their ideas and their openly discuss their ideas and their mistakes without the fear of being mistakes without the fear of being penalized. Apenalized. As a project manager, what s a project manager, what would you do to create a sense of trust would you do to create a sense of trust among team members?among team members?

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• Sometimes individuals from functional Sometimes individuals from functional areas work on a project for a short period areas work on a project for a short period of time and continue to report to their of time and continue to report to their functional managers and are evaluated by functional managers and are evaluated by them for the work they do on the project. them for the work they do on the project. This will result in a situation where some This will result in a situation where some team members are selected and appraised team members are selected and appraised by the project manager and some are by the project manager and some are appointed and appraised by functional appointed and appraised by functional managers. managers. Discuss issues that such Discuss issues that such situations will raise for the team and the situations will raise for the team and the project managerproject manager. .

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• Comment on the interview with a Comment on the interview with a project manager. What is your project manager. What is your opinion about this response? opinion about this response?

“Again, scope changes as a result of a poor initial definition. The client’s scope definition (what they REALLY wanted doesn’t change) – the IT folks either ASSUMED incorrectly, or were not savvy enough to extract true requirements.”

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• Sometimes projects fail primarily because the Sometimes projects fail primarily because the team does not function as an effective unit team does not function as an effective unit despite sufficient resources, good plans, clear despite sufficient resources, good plans, clear scope statements, and so on. It is important that scope statements, and so on. It is important that the project manager spends time and effort the project manager spends time and effort upfront to select individuals with appropriate upfront to select individuals with appropriate characteristics to function as a team. characteristics to function as a team. Create a Create a table with two columns. In the first column, list table with two columns. In the first column, list what you think are appropriate characteristics of what you think are appropriate characteristics of project management team members. In the project management team members. In the second column, describe your rational for each second column, describe your rational for each entry. entry.

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• Assume you are the project manager for Assume you are the project manager for an information system development that an information system development that is authorized to integrate your is authorized to integrate your organization’s inventory system with organization’s inventory system with several of your vendors. You have several of your vendors. You have selected a team of 25 individuals from selected a team of 25 individuals from across the organization to work with you. across the organization to work with you. Draft an email to your team members to Draft an email to your team members to attend the first project team meeting and attend the first project team meeting and provide them with an agenda for your provide them with an agenda for your meeting.meeting.

Documents

5.1 Dr. Honghui Deng Associate Professor MIS Department UNLV MIS 746 IS Project Management