Week 11: Team Management

Technical Project Management

the knowledge, skills, and behaviors related to specific domains of the project, program, and portfolio management, or the technical aspects of performing one’s role

Leadership

the knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals

Strategic and Business Management

the knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes

Leadership

the ability to create a common vision, which the individuals recognize or adopt as their own, and persuade them to realize it

Power

the ability to get people to do things they would not otherwise do, means overcoming resistance and obstacles that would normally stop a desirable action or event from happening

Reward Power

ability to grant rewards to get desired behavior

Punishment Power

use of penalties/consequences when not performing

Expert Power

can sway behaviors/actions because of (perceived) high levels of knowledge

Legitimate Power

have power because of position (ex. CEO, president)

Referent Power

can drive behavior because esteem for individual is high

Informational Power

control the information and you can control the action, both formal and informal

Formal Power

power given by position or delegated authority, considered least effective

Includes legitimate, punishment, and reward

Informal Power

power one has to acquire

Includes expert and referent

Intrinsic Motivation

motivators that are specific to an individual or are derived from within the individual to spur them to perform

Achievement, the work, responsibility, advancement, and personal growth

Extrinsic Motivation

incentives that are external to the individual such as money, gifts, and rewards that spur them to perform

Financial incentives, rewards, and recognition

Maslow’s Hierarchy of Needs

Physiological, Safety (Basic Needs), Belongingness and Love, Esteem (Psychological Needs), Self-Actualization (Self-Fulfillment Needs)

Order is significant, need lower levels satisfied before higher levels, after a need is satisfied it is not a motivator

A PM would have to understand where everyone on team is and adjust strategy to motivate

Herzberg’s Motivation-Hygiene Theory

factors that cause job satisfaction are motivators, factors that cause job dissatisfaction are hygiene factors

PM should treat employees fair and give adequate work environment then offer challenging work, provide growth and recognize them for successes

Conflict

when one person’s goals or desires differ from another’s

Forcing/Directing

AKA competing, controlling, or dominating, someone (usually a leader) forces a decision 

Likely win-lose, more likely to happen as intensity of conflict increases

Should be used when:

* A “do or die” situation is present
* Stakes are high
* Important principles are at stake
* Relationships among parties are not important
* A quick decision must be made

Smoothing/Accommodating

AKA obliging, areas of agreement are emphasized and disagreement is downplayed

Sleight-of-hand, conflict may not actually be resolved

Should be used when:

* Goal to be reached is overarching
* You want to create obligation for a trade-off at a later time
* Stakes are low, liability is limited, any solution is adequate
* You want to be harmonious and create good will, would lose anyway, or want to gain time

Compromise/Reconcile

both parties agree to give up something to get to solution, give and take

Sometimes works; sometimes both parties are miserable and drag feet

Should be used when:

* Both parties need to win
* You are in a deadlock
* Time is not sufficient
* You want to maintain the relationship among the involved parties or will get nothing if you do not compromise
* Stakes are moderate

Withdraw/Avoidance

postponing or withdrawing from situation altogether, temporary “solution”, worst technique for resolution

Should be used when:

* You cannot win
* Stakes are low or stakes are high, but you are not prepared
* You want to gain time, maintain neutrality or reputation, think the problem will go away, or win by delaying

Collaborate/Problem-Solving

AKA integrating, confronting, win-win, meet and collaborate until a solution works for both

Needs open and direct communication, best technique for resolution

Should be used when:

* Both parties need to win
* You want to decrease cost or create a common power base
* Skills are complementary
* Time is sufficient
* Trust is present
* Learning is the ultimate goal

Abilene Paradox

group makes decision counter to individual preference of all or most of the members of the group, don’t want to rock the boat

Similar to group think BUT generally the individuals have negative feeling towards the outcome

Mediator

acts as a third party to negotiate settlements between two or more parties involved in a dispute, should be a disinterested party with nothing to gain from the outcome of the decision

Conflict of Interest

a potential for personal gain where personal interests are at odds with the best interests of the project outcomes

Corrective Action

any action taken to resolve an issue and ensure that the product of the project meets the requirements of the project as described in the scope document