Project Team

Project Human Resources Management

--Human Resources Planning - creating a staff management plan that identifies project roles, responsibilities, and reporting relationships.

--Acquiring Project Team - putting together of team with the right mix of skills and experiences.

--Developing Project Team - the technical, organizational, and interpersonal skills of team members may need to be augmented through training. It also includes creating the team environment.

--Managing the Project Team - the challenge of managing local and/or geographically dispersed project team members.

Formal Organization

--Formal groupings and specializations, Published lines of authority, responsibilities, reporting relationships, communication, and decision-making.

Functional Organization

--Advantages - increased flexibility, breadth and depth of knowledge and experience, and less duplication.

--Disadvantages - determining authority and responsibility, poor response time, and poor integration.

Project-Based Organization

--Advantages - clear authority and responsibility, improved communication, and high level of integration.

--Disadvantages - project isolation, duplication of effort, and projectitis.

Matrix Organization

--Advantages - high level of integration, improved communication, and increased project focus.

--Disadvantages - potential for conflict (unity of command can be violated) and poor response time.

Informal Organization

--Bypasses formal lines of communication and authority

--Power is determined by how well one is connected in the information network.

--Can be more complex than the formal organization because relationships are established from positive and negative relationships over time.

Stakeholders

--Individuals, groups, or even organizations that have a stake or claim in the project's (successful or unsuccessful) outcome.

Stakeholder Analysis Process

1. Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project.

2. Identify the stakeholder's interest in the project

--> +1 for positive interest

--> 0 for neutral

--> -1 for negative interest

3. Determine the degree of influence each stakeholder has on a scale of 0 (no influence) to 10 (can terminate the project)

4. Define a role for each stakeholder such as champion, consultant, decision maker, ally, rival, foe, etc.

5. Identify an objective for each stakeholder such as, provide resources, guidance, expertise, acceptance, approval, etc.

6. Identify a strategy for each stakeholder such as, build, maintain, improve, re-establish the relationship.

Project Manager

--Role of the Project Manager - Managerial role or Leadership role

--Attributes of a successful project manager

--> ability to communicate with people

--> ability to deal with people

--> ability to create and sustain relationships

--> ability to organize

--Project Manager action - clarify purpose and goals, build commitment and self confidence, strengthen team's collective skills, remove external obstacles, and create opportunities for others.

--Project Manager creates the project environment such as work space, team culture and values, project administration, and ethical conduct.

Team

Team brings complementary skills and experience, jointly defined clear goals and approaches improve communication, and improve decision making.

Wisdom of Teams

--Work Groups -> members interact to share information, best practices, or ideas, no joint work-products, and no mutual accountability.

--Pseudo Teams -> weakest of all groups, not focused on collective performance and not trying to achieve it, no interest in shaping a common purpose, and confusion and dysfunctional behaviours.

--Potential Teams -> significant performance potential, requires more clarity about purpose, goals, work products, and common approach.

--Real Teams - small number of people, complementary skills, committed to a common purpose, common goals, common approach, and hold themselves accountable.

--High Performance Teams - meet all the conditions of a real team, members are deeply committed, and perform above all reasonable expections.

Traditional Teams

-Accept background information at face-value, approach projects in logical, linear fashion, provide run of the mill solutions, solutions remain within the original frame or how the problem was originally presented to them.

Radical Teams

-Do not accept issues and tasks at their face value, unquestioned assumptions are surfaced and challenged, and only by digging below the surface can we get to the root so that a meaningful solution can emerge

Project Environment

--A place to call home

--Technology

--Office supplies

--Culture

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