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    Chapter 11

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    komalbanik
    This chapter discusses managing project teams and stakeholders. It covers forming a project team, dealing with conflicts, and using leadership and motivation strategies. The key points are: 1) Project teams typically go through forming, storming, norming, and performing phases as they become cohesive. 2) Leadership styles and measuring influence over stakeholders changes over the project lifecycle. 3) Conflict resolution involves addressing all concerns, keeping meetings calm, and ensuring teams continue working together constructively.

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    © All Rights Reserved
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    Chapter 11

    Uploaded by

    komalbanik
    13 views21 pages
    This chapter discusses managing project teams and stakeholders. It covers forming a project team, dealing with conflicts, and using leadership and motivation strategies. The key points are: 1) Project teams typically go through forming, storming, norming, and performing phases as they become cohesive. 2) Leadership styles and measuring influence over stakeholders changes over the project lifecycle. 3) Conflict resolution involves addressing all concerns, keeping meetings calm, and ensuring teams continue working together constructively.

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    This chapter discusses managing project teams and stakeholders. It covers forming a project team, dealing with conflicts, and using leadership and motivation strategies. The key points are: 1) Project teams typically go through forming, storming, norming, and performing phases as they become cohesive. 2) Leadership styles and measuring influence over stakeholders changes over the project lifecycle. 3) Conflict resolution involves addressing all concerns, keeping meetings calm, and ensuring teams continue working together constructively.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    13 views21 pages

    Chapter 11

    Uploaded by

    komalbanik
    This chapter discusses managing project teams and stakeholders. It covers forming a project team, dealing with conflicts, and using leadership and motivation strategies. The key points are: 1) Project teams typically go through forming, storming, norming, and performing phases as they become cohesive. 2) Leadership styles and measuring influence over stakeholders changes over the project lifecycle. 3) Conflict resolution involves addressing all concerns, keeping meetings calm, and ensuring teams continue working together constructively.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 21

    Chapter 11

    Working with Project People


    The objectives of this Chapter:

     Forming a project team


     Managing project conflicts
     Dealing with project stakeholders
     Using project management powers

    1
    Understanding the life cycle of a typical project team

    Project teams have a natural process they go


    through to become cohesive.
    The process consists of four distinct phases,
    which, if you watch closely, you can see (or just
    check out Figure 11-1):

    1. Forming
    2. Storming
    3. Norming
    4. Performing
    2
    Project Team

    3
    Project Team

    4
    Group Performance

    5
    Group Performance

    6
    Measures to reduce the disadvantages of group decision making

    7
    Leadership

    8
    Leadership

    9
    How to measure Leadership style

    10
    Making a team out of a group of people
    The transition from individual to team member rarely occurs at the same time
    for any two people. It is, however, often accompanied by a number of things:

     A belief that everyone is working toward a common goal.

     A feeling that the goal everyone is working toward is worthwhile.

     The creation of trust among members of the team. The members feel as if
    it is okay to speak out and be noticed.

     An acceptance of responsibility. Members realize that if the goal (to


    complete the project) is to be accomplished, everyone must contribute.

    11
    Figure 11-2: Stakeholder influence wanes as the project nears completion

    12
    Dealing with project team members

    Here are some conflict resolution do’s and don’ts to consider when you have this meeting:

    Do make sure to address each and every concern that was expressed to you.

     Don’t let things get emotional. Let the parties cool down, and don’t let them rehash the issue in this
    meeting.

     Do clearly state the reason why you elected to go with the solution that you did.

     Don’t let the parties walk out of your office before you tell them that you understand that they may not be
    pleased with the decision. Reiterate that it’s the best decision and that they need to accept it for now.

     Do make sure that the parties understand that they need to let things go and get back to work.

     Do make certain that the team members leave knowing that when another conflict comes up, you will listen
    to it openly and objectively and make the right decision again.
    13
    How Project Leader can encourage effective group working and decision making

    14
    How Project Leader can encourage effective group working and decision making

    15
    Recruitment Process

    16
    Recruitment Process

    17
    Expectancy Theory of Motivation

    18
    Oldham-Hackman Job Characteristics Model

    19
    Methods of Improving Motivation

    20
    Conclusion

    21

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