M6 Career Growth Oh The Team Member

CAREER GROWTH OF THE TEAM MEMBERS
Understanding
Organization
LEARNING
OVERVIEW  Identify the four frames of organization
 Define Human Project Resource
 Explain the difference between Power
and Authority
Four Frames of Organization
Structrual Frame
Roles and responsibilities, corrdincation and control. Organization charts helps describe this
frame.
Human Resources Frame

Providing harmony between needs of the organization and needs of people
Political Frame
Unions composed of varied individuals and interest groups. Conflict and power are key issues
Symbolic Frame
Symbols and meaning related to events. Culture, language, traditions and image are all parts
of this frame
10 charateristics of Organization Culture
(Stephin Robbins/Timothy Judge)
1. Member Identity 6. Group Emphasis
2. People Focus 7. Unit Integration
3. Control 8. Risk tolerance
4. Reward Criteria 9. Conflict Tolerance
5. Means-Ends Orientation 10. Open system focus
Organizational Planning
Involves identifying and documenting project roles,
responsibilities, and reporting relationships.
Outputs include:
◦ Project organizational charts
◦ Staffing management plans
◦ Responsibility assignment matrixes
◦ Resource histograms
Sample Organizational Chart for a Large
IT Project
Stockholders VS Stakeholders
Stockholders
An individual, group, or organization that holds one or more shares in a
company, and in whose name the share certificate is issued
Stakeholder
The people are involved in or affected by ptoject activites , and include
the project sponsor, project team, support staff, customers, users, suppliers,
and even opponents of the project.
The stakeholders often have very different needs and expections.
What is Project Human Resource
Management?
Human resource planning: Identifying and documenting project roles,
responsibilities, and reporting relationships.
Acquiring the project team: Getting the needed personnel assigned to and
working on the project.
Developing the project team: Building individual and group skills to enhance
project performance.
Managing the project team: Tracking team member performance,

motivating team members, providing timely feedback, resolving issues and
conflicts, and coordinating changes to help enhance project performance.
Keys to Managing People
Psychologists and management theorists have devoted much research and
thought to the field of managing people at work.
Important areas related to project management include:
◦ Motivation theories
◦ Intrinsic motivation causes people to participate in an activity for their own enjoyment.
◦ Extrinsic motivation causes people to do something for a reward or to avoid a penalty.
◦ Influence and power
◦ Effectiveness
Maslow’s Hierarchy of Needs
Abraham Maslow argued that human beings possess unique
qualities that enable them to make independent choices, thus
giving them control of their destiny.
Maslow developed a hierarchy of needs, which states that

people’s behaviors are guided or motivated by a sequence of
needs.
Maslow’s Hierarchy
of Needs
Ways to Influence that Help and Hurt
Projects
Projects are more likely to succeed when project managers
influence people using:
◦ Expertise
◦ Work challenge
Projects are more likely to fail when project managers rely too
heavily on:
◦ Authority
◦ Money
◦ Penalty
Power vs Authority
POWER, which is the ability to do something the specific way you want it done by any means
necessary
AUTHORITY, most managers are in a position of authority; what differs is just how they use it.
That is because with authority, a person has the right to give you an order or direction.
Acquiring the Project Team
Acquiring qualified people for teams is crucial.
The project manager who is the smartest person on the team has
done a poor job of recruiting!
Staffing plans and good hiring procedures are important, as are
incentives for recruiting and retention.
◦ Some companies give their employees one dollar for every hour
that a new person who they helped hire works.
◦ Some organizations allow people to work from home as an
incentive.
Why People Leave Their Jobs
They feel they do not make a difference.
They do not get proper recognition.
They are not learning anything new or growing as a person.
They do not like their coworkers.
They want to earn more money.

Developing the Project Team
The main goal of team development is to help people work
together more effectively to improve project performance.
It takes teamwork to successfully complete most projects.

Tuckman Model of Team Development
Forming
◦ Introduction of new members
Storming
◦ Conflict within the team as they test each other
Norming
◦ Common working method developed
Performing
◦ Team is able to manage tasks that are more complex and cope with greater challenge
Adjourning
◦ Break-up of the team after they successfully reach their goals and complete the work
Training
Training can help people understand themselves and each other, and
understand how to work better in teams.
Team building activities include:
◦ Physical challenges
◦ Psychological preference indicator tools

Myers-Briggs Type Indicator (MBTI)
MBTI is a popular tool for determining personality preferences and helping teammates
understand each other.
Four dimensions include:
◦ Extrovert/Introvert (E/I)
◦ Sensation/Intuition (S/N)
◦ Thinking/Feeling (T/F)
◦ Judgment/Perception (J/P)
NTs, or rationals, are attracted to technology fields.
IT people vary most from the general population in their tendency to not be extroverted or
sensing.
Social Styles Profile
People are perceived as behaving primarily in one of four zones, based
on their assertiveness and responsiveness:
◦ Drivers – proactive, task-oriented
◦ Expressives – proactive, people-oriented
◦ Analyticals – reactive, task-oriented
◦ Amiables – reactive, people-oriented
People on opposite corners (drivers and amiables, analyticals and
expressives) may have difficulty getting along.
Reward and Recognition Systems
Team-based reward and recognition systems can promote
teamwork.
Focus on rewarding teams for achieving specific goals.
Allow time for team members to mentor and help each other to
meet project goals and develop human resources.
Managing the Project Team
Project managers must lead their teams in performing various
project activities.
After assessing team performance and related information, the
project manager must decide:
◦ If changes should be requested to the project.
◦ If corrective or preventive actions should be recommended.
◦ If updates are needed to the project management plan or
organizational process assets.
Tools and Techniques for Managing
Project Teams
Observation and conversation
Project performance appraisals
Conflict management
Issue logs
General Advice on Teams
Be patient and kind with your team.
Fix the problem instead of blaming people.
Establish regular, effective meetings.
Allow time for teams to go through the basic team-building stages.
Limit the size of work teams to three to seven members.

Plan some social activities to help project team members and
other stakeholders get to know each other better.
Stress team identity.
Nurture team members and encourage them to help each other.
Take additional actions to work with virtual team members.

Project managers must:
Time
Scope Setting Goals
Management
Budget
Implementation
Allocation and
and Monitoring
Estimation
Thank you.
PLEASE PROCEED AND TAKE THE POST TASK.

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CAREER GROWTH OF THE TEAM MEMBERS

Human Resources Frame

Managing the project team: Tracking team member performance,

◦ Extrinsic motivation causes people to do something for a reward or to avoid a penalty.

◦ Influence and power

Maslow developed a hierarchy of needs, which states that

They do not get proper recognition.

They are not learning anything new or growing as a person.

They do not like their coworkers.

They want to earn more money.

It takes teamwork to successfully complete most projects.

Team building activities include:

◦ Psychological preference indicator tools

Focus on rewarding teams for achieving specific goals.

Project performance appraisals

Fix the problem instead of blaming people.

Establish regular, effective meetings.

Allow time for teams to go through the basic team-building stages.

Limit the size of work teams to three to seven members.

Stress team identity.

Nurture team members and encourage them to help each other.

Take additional actions to work with virtual team members.

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