Concept of Team

8/13/2019 Concept of Team

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Most projects are planned and implemented by teams of individuals. Therefore the ability

to work effectively in a team is an important characteristic of successful project

management. However, this is more than just being pleasant at meetings. The team

normally represents diverse functions often with different, possibly conflicting, objectives.

The team must be able to integrate the different needs of the functions and

simultaneously achieve the goals of the project. Further, this is often done in an

environment where no one individual has direct authority over the team members.

Many organizations have developed procedures for project team formation and project

team behavior. I recommend that you use those if they are available. I have found several

techniques to be very helpful when establishing and managing project teams. The first is

theCore Team concept. This concept is useful for clarifying the team roles and

responsibilities of project team members. The second technique that I will discuss is the

use ofMatrix Management when establishing teams. With the team established, the role

of theTeam Leader andCore Team Member will be addressed. Finally several useful

techniques for addressing project team dynamics will be discussed includingSituational

Leadership,Team Development,Conflict Management,andNegotiation Skills.Of course,

all of the techniques discussed inProject Management Communication Tools and

Techniques have direct applicability to Project Team Leadership.

Core Team

The Core Team is the group of individuals who have day-

to-day responsibility for planning and managing the

project activities. This is typically a cross-functionalgroup. The Core Team would consist of theCore Team

Leader and theCore Team Member from each function

that has a significant role in project execution. In my

experience, Core Teams can vary in size from three to

twelve members. The Core Team Leader

forFocused projects often also wears the hat of a

functional Core Team Member. ForFull-scale and

Complex projects with greater complexity, the Core

Team Leader position is usually a full-time individual who does not also represent a

specific function.

Core Teams are responsible for the detailed planning of a project. This includes the task

planning, to include scope, schedule and resource planning for all project activities.

Further the Core Team monitors the day-to-day project activities. When minor changes

and tradeoffs must be made to the project plan and within the project boundaries, the

Core Team has the authority to make those decisions. However, whenever their decision

would cause the project to exceed one of it's overall boundaries, such as total budget,

project completion date, or compliance to an external requirement, they should refer the

final decision to the project sponsors or the PMO. Finally, the Core Team is collectively

accountable for project success.
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The outer ring of the diagram showing an illustration of a typical Core Team structure is

the extended team, or full team members. These individuals are added to a project and

removed from it based upon the current project activities. The individuals in this ring

move from project to project or may be supporting multiple projects at any given time.

These individuals are actively engaged in doing the project activities and the project

cannot succeed without them. However, they typically do not play a major role in project

planning and control of the project and are not held accountable for overall project

success.

Matrix Management

Project teams can be formed within the business organization in several approaches.

These include a projectized organization approach, a functional organization approach, or

a matrix organizational approach. Many people today advocate for a matrix approach. The

matrix has some advantages but it also has some disadvantages. Projects can be

successful in any of the approaches, depending upon the nature of the project work and

the goals for the project.

The projectized organizational approach creates a dedicated project teams. In this case all

project team members are assigned and report to the project leader. They do not support

any other projects during the life of the project to which they are assigned. The advantage

of this method is that aligns all of the project team members with the project goals and

objectives. The disadvantages are that expertise developed on one project is not easily

shared across other projects and that there may at times be ineffective use of resources

depending upon the schedule of project activities. Some individuals may be sitting idlewaiting for predecessor tasks to complete. This approach is appropriate when either the

project is truly stand-alone and there is no benefit for integration or best-practice sharing

with other projects or when the project isExtreme in nature and the dedicated team is

needed to quickly respond to changing circumstances.

The functional organizational approach does not create a formal project team. Rather, the

business management determines a project is needed and then each functional

department does their portion of the project in an isolated fashion. Either a project

sequence is determined and each function does their activity when it is their "turn," or a

set of high level requirements are agreed to and each function completes their portion ofthe project based upon staff skills and availability. The advantages of this approach are

that the functional leaders can ensure the project activities are completed by the person

most qualified to do the work and it allows functional managers to balance their internal

workload across their people. The disadvantages are that there is very little project

accountability with regard to overall budget or schedule and if tradeoffs must be made

between the functional requirements of two or more functions, the people doing the

work have no authority to resolve the issue leading to delays and inadequate project

deliverables.

The matrix organizational approach was created to enable the achievement of theadvantages of both the projectized and the functional approaches. When this happens,
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team members report to the functional manager or their function's Core Team Member.

They do not report to the Project Leader.

Project Team Leader

The Project Team Leader is the individual with responsibility for ensuring that the project

is planned and executed. The Project Leader does not do all the work of project

management, that is shared among theCore Team Members.However, the Project Leader

does ensure that the work of project management is carried out on the project. The

Project Leader is normally the individual who leads the Core Team meetings and is

normally the individual who speaks for the project in project review meetings with the

PMO or senior management. The Project Leader is also the person responsible for

maintaining the project plan and the current project status and any associated project

management documentation or databases. Finally, the Project Leader needs to review all

major project decisions to ensure they are in the best interests of the project objectives.

When the Project Leader believes a decision is inappropriate, he or she must take action

to change or elevate the decision.

Over the years I have found that effective Project Leaders have mastered two vital aspects

of project management. The first isRisk Management.The Project Leader must ensure

that project risks are identified and analyzed, and not suppressed or overlooked. In

addition the Project Leader should verify that risk response plans are established and

implemented for all significant risks. The second aspect of project management that the

Project Leader must do well isProject Communication.The Project Leader must manage

the communication between the project team and stakeholders. In addition, the ProjectLeader must manage the communication between project team members. This can be

very difficult when the project team members are not collocated.

The role of Project Leader is hampered by the fact that, unless the project is organized in a

projectized approach, many of the project team members will not report to the Project

Leader. This means the Project Leader must rely on their personal leadership skills in

addition to any positional leadership authority that the title "Project Leader" may grant

them. I have found that the Hersey BlanchardSituational Leadershipapproach to be very

effective for Project Leaders.

Core Team Member

The Core Team Member role can often be viewed as a mini-project leader for their

respective function. In this capacity, they are responsible for identifying the necessary

activities that must be done within their function to support the project activities. Once

those activities are identified, the Core Team Member is responsible for the planning and

execution of the activities. The Core Team Member may be the person executing the

activities, or they may be providing oversight to other individuals in their function who are

executing the activities. Those other individuals would be considered extended team

members.
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A key role for the Core Team Member is to be involved in the day-to-day decisions of

project management, They need to be able to adequately represent the interests of their

function in Core Team meetings and they need to be able to commit their function to

action plans - including schedules and deliverables. To do this well, Core Team Members

should be capable of doing risk identification and analysis with respect to their function.

A problem I have seen in several organizations is that Core Team Members are selected

based upon, "Who isn't doing anything right now?" rather than on their ability to

represent the function on the Core Team. If an individual cannot be trusted to make wise

decisions for their functional organization (within reasonable bounds) then they are not

Core Team Member material.

Situational Leadership

The Situational Leadership approach developed by Paul Hersey and Ken Blanchard is an

effective tool for project leaders to use when determining a leadership interaction style.

Situational Leadership Theory can be applied in two different modes. One mode is for

personnel development. In this mode the leader will have a long term relationship with

the person being led - the follower, and the objective is to bring the follower to a point

where they are highly capable and motivated. The other mode is the project mode. In this

mode the leader expects to have a short relationship with the follower and the objective

is timely and correct completion of project activities. I apply Situational Leadership in the

second mode when working as a project leader. A key reason for changing leadership

styles is to avoid over-leading or under-leading. Over-leading results in individuals feeling

constrained, demeaned, and untrusted. Under-leading results in individuals feelingabandoned, insecure and confused.

The key in Situational Leadership is to determine the readiness level of the followers.

Readiness is classified into four categories based upon the followers motivation and

ability to do the project activity that is assigned.

- this person is not skilled at the assigned task

and does not want to do the work or work on this project.

- this person is eager to work on the project

but is not proficient at the activities assigned.

- this person is capable of doing the projectactivities but for personal or business reasons does not want to do the activities.

- this person is capable and motivated.

The Project Leader should respond to each individual

situation be using a combination of task behavior and

relationship behavior. Task behavior focuses on

providing clear directions and guidance for the specific

activities that are to be accomplished. Relationship

behavior focuses on building an interpersonal bond

between the Project Leader and the team member. Foreach of the follower Readiness levels, there is a


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corresponding Leadership Style.

- High Task, Low Relationship interactions - Provide clear directions

and rigid accountability in order to get the person to expeditiously complete the project

activity.

- High Task, High Relationship interactions - Provide encouraging

direction to both train the individual and maintain their high level of motivation, don't

under-lead.

rting - Low Task, Low Relationship interactions - Since this person is

capable, you must focus on motivation. Relationship interactions will help to identify the

underlying causes for lack of motivation and suggest ways to overcome them.

ting - low Task, Low Relationship interactions - These individuals are

budding superstars, so let them shine, don't over-lead.

Project Team Development

The project team development model that I find most useful is Tuckman's "forming,

storming, norming, and performing." Although this model has been around for over 40

years, I find that its relevance to project teams is as true now as when it was first

articulated. Project teams are often quickly put together and populated with people of

different skills, backgrounds, experiences, and bringing different expectations with them.

It is often multi-disciplinary, multi-cultural, multi- generational, and many time in multiple

locations. This diversity can lead to excellent project definition, planning and execution -

but only if the team can develop teamwork.

During the "Forming" stage, team members are being assigned and the teammembers are just trying to get acquainted. Soon the team progresses to the

"Storming" stage as roles and responsibilities are assigned and arguments

over activities, standards, and "turf" often are exposed. The project team

should begin to resolve these issues and move into the "Norming" stage

where they have agreed on activities, standards and levels of responsibility.

As the team gains confidence in working with each other, trust develops and

the team moves to the "Performing" stage.

One reason this model works so well for understanding team dynamics is

that project teams are often unstable. The team membership changes during the life ofthe project. As activities are completed and new ones started, the roles and relationship

between team members may change. As a project progresses through different phases,

the standards of performance may change. From a team perspective this means that

project teams will travel up and down the sequence of stages frequently. When a project

team suddenly finds itself in the midst of conflict they should not view that as a team

failure, it is just a cycling of the team dynamics throught the team stages based upon the

changing project and business context. It means that once again the team must work

through some conflict to establish new norms and again reach for high performing status.

Project Team Conflict Management


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A technique that I have found useful for resolving team conflict is the application of the

GRPI model of project teams. This technique has gained broad acceptance within the Six

Sigma community for its ability to guide the team in a quick and easy approach for

developing a project plan that is applicable to small projects. In the GRPI model, project

development goes through four stages:

- Goals: the goals of the project are agreed to by the team.

- Roles: the roles and responsibilities of each team member are determined.

- Processes: the actual project processes or activities are defined, estimated, and

planned.

I - Interpersonal: as the project unfolds, everyone begins to work together and the

interpersonal relationships are established and strengthened.

I use this model for conflict management by working from the bottom up. If conflict arises

on the team, I first see if there is any interpersonal issue. If so, we work on resolving thatissue. However, I always check the next higher level to see if the problem goes deeper into

the project. Moving up a level, I check to see if there is a difference of opinion on what

activities we should do or how they should be done. If that is the problem, we resolve that

issue and usually the Interpersonal relationships are re-established. If there are Process

problems I always look further up to see if there are problems with the assignment of

roles and responsibilities. Once those are resolved, the responsible person can then make

decisions about the processes and the interpersonal relationships are re-established. If

there are problems with the roles, I always check to ensure the team is aligned on the

project goals. If there is mis-alignment on goals, that must be resolved before we can evenbegin to create and execute a viable plan. Often if the issues is goal alignment, the

stakeholders must be brought in to align the team members on the project objectives.

Project Team Negotiation

Virtually all projects are under some type of constraint. The constraint may be time, it

may be resources, it may be regulatory/compliance, it may be technical limitations. These

constraints lead to the necessity to balance conflicting demands on the project. This then

leads to the need for effective negotiations between the Core Team Membersin order to

optimize the project and business performance.

The Thomas-Kilmann Model provides a

suggested negotiation strategy for

different conflict contexts. Based upon

the desire to retain the relationship

between team members and need for

achieving a solution with a high degree

of technically efficacy, different


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negotiation strategies are suggested. I recommend that the Project Leader be very familiar

with this model and prepared to apply it whenever it appears that some goal or attribute

of the project will need to be negotiated. Obviously collaborative approaches are often

desired, but they may take a long time to reach a satisfactory solution. And sometimes

there is no viable collaborative solution. In that case, the Project Leader must help thevarious team members decide which aspect of the team dynamic is most important at this

time and implement the appropriate strategy.


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What Is a Next Level Team?

Taking your team to the Next Level builds a team that

1. Is a highly skilled, interactive group of people that uses the ideas and

motivation of all team members

2. Uses information sharing to build high levels of trust and responsibility

3. Uses clear boundaries to create the freedom and responsibility to

accomplish tasks in an efficient manner

4. Makes effective use of the time and talents of team members and their

team leader

5. Uses self-managing skills to make team decisions and generate great

results for the team, its members, and the organization.8

DUILVJDP

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tddi d` tfo prdcogt. Mt wls sd m`jdrkltmvo l`b hlmòb sd kugf rospogt tflt tfo

prdcogts dwòr, tfo oiogtrmg utmimty, aohl` roquostm`h omhfty-omhft gdpmos

olgf kd`tf jdr mts adlrb dj bmrogtdrs.

3

Ls l kokaor dj tfo kl`lhors tolk, Amii wls hmvo` juii rospd`smamimty jdr tfo

ojjogtmvoòss dj tfo smtos òwsiottor. M` tur`, Amii sdimgmtob tfo foip dj fms

joiidw tolk kokaors. Ls tfoy hlmòb gdkjdrt wmtf tfomr òwjdu`b rospd`smamimty

l`b lutfdrmty, tfoy aohl` td oxpormko`t kdro l`b kdro, mkprdvm`h tfo òwsiottor

smh`mjmgl tiy l`b uitmkltoiy groltm`h tfo smtos kdst mkpdrtl t gdkku`mgltmd`

tddi.

M` tfms glso, boiohltm`h gdkpioto dwòrsfmp l`b rospd`smamimty td Amii l`b tfo

dtfor tolk kokaors groltob l hrolt òwsiottor l`b l hrolt rosuit.

YTDP^CAGP Â @AGPCND[

[eihab ylur tde tl tgd Adxt Cdvdc

M` tfo ladvo oxlkpio, wo oxpilmòb fdw Amii l`b tfo dtfor tolk kokaors woro hmvo`

oxpl`bob rospd`smamimty l`b lutfdrmty td kleo bogmsmd`s ladut tfo òwsiottor. Jdr

oxlkpio, tfoy

Bogmbob fdw kl`y plhos tfo owsiottor sfduib gd`tlm`

Bogmbob tfo gd`to`t dj tfo owsiottor Xoro rospd`smaio jdr gd`trdiim`h tfo òwsiottors aubhot

Gduib arm`h m` dtfors td foip wmtf lrtmgios l`b pmgturos

L`sworob lii m`qumrmos rohlrbm`h tfo òwsiottor

Bogmbob fdw kl`y fdurs tfoy sfduib wdre td lgfmovo tfo bosmrob rosuits

Rfmèm`h ladut tfms oxlkpio, fdw gduib ydu l`b ydur tolk kokaors kleo hddb uso dj

oxpl`bob lutfdrmty l`b kdro bmrogt dwòrsfmp dj ydur tlses4 Xflt bogmsmd`s bdos

ydur suporvmsdr kleo dw tflt gduib ao klbo ay ydur tolk4

21

@OVR IOZOI ROLKW L@B RFO IOLBOQW QDIOEcsthrclbmmy, kolcschjs nhr kby-th-kby whrd bjk hvorbmm rosphjscicmcty nhr

teo sulloss hn b whrd grhup ebvo rostok wcte teo mobkor. [ecs wbs hjo hn teo

lmobr oxpoltbtchjs hn teo mobkors rhmo. Mobkors iolbò lh`nhrtbimo wcte tecs

rosphjscicmcty, cj nblt, pmblcjg ecge vbmuo hj tecs oxorlcso hn phwor.

Bkkctchjbmmy, terhuge `hst hn teo mbst lojtury, lortbcj `bjbgoòjt teohrcos tbuget

tebt whrdors whumk jht bllopt rosphjscicmcty bjk, cj nblt, whumk biuso tcò cn


14/14

mont ujsuporvcsok. Bs b rosumt, mobkors woro oxpoltok th lmhsomy suporvcso

teocr pohpmo bjk lortbcjmy jht komogbto rosphjscicmcty nhr whrd kolcschjs.

\h weoj wo tbmd bihut secntcjg kolcschjs lmhsor th teo phcjt hn bltchj bjk puttcjg

teo` cj teo ebjks hn teo tob`, tecs lhjtrbkclts teo trbkctchjbm rhmo hn teo mobkor.

Hjo hn teo prc`bry quostchjs hn `bjbgors, suporvcshrs, bjk tob` mobkors cs, Webt

wcmm `y rhmo io cj tecs jow ojvcrhjòjt8 Cn `y tob` tbdos hj `hro hn teo kby-th-

kby whrd kolcschjs, webt wcmm C kh8

Cj phcjt hn nblt, komogbtcjg kbcmy tbsd kolcschjs bltubmmy ojebjlos teo rhmo hn

teo mobkor, bs womm bs teo rhmo hn teo tob` òìors. [eo mobkor lbj tbdo hj jow

tbsds, pbrtclumbrmy tehso tebt soo` th got sckomcjok cj nbvhr hn teo `hro

c`òkcbto kbcmy kolcschjs. Hjo `bjbgor oxpmbcjok eor bpprolcbtchj nhr Joxt

Movom [ob`s iy stbtcjg, Komogbtcjg lortbcj kby-th-kby kolcschjs bjk tbsds th teo

tob` ebs bmmhwok ò th lhjlojtrbto hj cssuos hn strbtogcl c`phrtbjlo th hur

kopbrtòjt.[hh ùle hn eor tcò ebk iooj spojt ncgetcjg ncros. Jhw, wcte teo tob s

bicmcty th ncget teo ncros, seo tbldmok jow tbsds wcte grobtor phtojtcbm th bkk

vbmuo.

[h ujkorstbjk teo phsctcvo c`pblt b Joxt Movom [ob` ebs hj cts mobkor, lhjsckor

webt b tob` mobkor `cget io bimo th kh cn eo hr seo ebk bj oxtrb twh ehurs cj teo

whrdkby th spojk hj hteor bltcvctcos. Cjkook, wo ebvo bsdok tecs quostchj th `bjy

mobkors, bjk shò hn teo rosphjsos wo eobr cjlmuko

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