2009_11_26_Organizing and Leading Project Teams_1 0 (3)

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Welcome to

Organizing and Leading Project Teams

Doha, Nov 24, 2010


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Agenda

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Topic time

arrival, welcome, expectations 09:00

The start as a project team - different perspectives

From a group to a team the project leader as initiator

The development of the project team the project leader as process manager

The project leader as a motivator? How to deal with different levels of motivation within theproject phases

Consistent leadership the project leader as an artist between the areas of conflicts inleadership

Communicating efficiently and effectively in a project ways of communication and their effects

Communication culture in a project Rewarding team meetings The art of giving feeback

Discussion 17:00


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What you will learn today

Supporting the development process of a team in an activeway

Reflecting your own behavior in leadership sensibly Acting carefully and convincingly as a leader in difficult

situations Using parameters of motivation Creating suitable communication structures in a project

team Giving feedback in a constructive manner

Tiba Managementberatung G mbH, A ndr P usch- 3 -


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Why teamwork?

Coming together is a beginning.

Staying together is a progress.

Working together is success!

(Henry Ford)



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Approaching the project two perspectives

Teamwork (three persons per group):

a) What would be central questions for you as a new member in afuture project team ?

b) What are important questions for the project leader concerning hisnew project team?

Answers on cards: a) bluefr b) pink

Time: 10 minutes then: presentation of the answers

Tiba Managementberatung G mbH, A ndr P usch - 6 -


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Bringing together the team the project leader as a source of inspiration?Group Work (3 groups)Each group worlks on one of these tasks

a) As a project leader, what can I do in order to bring together a newteam, how can I support team work from the beginning?b) As a project leader, what would I have to do in order block the

merging of the team?c) As a team member, what can I do to have a good start in the

project team

Please display your answer on cards: a) greenb ) orangec) yellow

10 min, then presentation in front of the group

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Factors that obstruct team work!

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From a personal / subjective

perspective

From an objective

perspective

Missing give-and-take Missing ability to consensus Insufficient ability to manage

conflicts Suppressed exchange of

information Missing commitment no motivation

unclear project charter Mistakeable job descriptions Absent project leader Insufficient infrastructure (i.e.

IT, rooms etc)


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Criteria for successfull team work


Goal-orientation by common tasks a) assignmentb) competencesc) Responsibilities

Personality of the Project leader a) Qualificationb) Motivation

Involvement of Experts a) Best possible specificationsb) knowledge of experts facilitates

acceptance of the tasks

Early involvement of the management a) Access to ressources

Participation of the persons concerned a) Early awareness of problemsb) User friendly solutions

Self-conception of the team as asuccess story

a) Identifictaion with the projectcharter

b) High self-confidence


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Teamwork depends on


To strengthen the teams self-confidenceand performance, the team leader shouldbear in mind the following rules:

Help your team to reach shared

feelings of success!

Empower the team members faith ineach other and in the project leader!

Let all team members participateactively in the project to create afeeling of togetherness

Make sure that belonging to the teamis fun and prestigious

Team performance

Team spririt

Depends on

Effects of theteam

membership

Commitmentanddiscipline in the teamLeadership

Depends on

Depends on

Satisfactionof personalneeds

Completion of expectationsEmotional bonds

within the teamCommunication

in the team


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F orming Members of the group get to know each other and try to setup some ground rules about behavior

S torming Conflicts arise as various members of the group try to exertleadership and the methods of operation are being established

N orming Conflicts are largely settled and a feeling of group identityemerges

P erforming Emphasis now is the task at hand

A djourning The group disbands

F ive S tages of Team development

S equence is followed for each individual/group


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Development of the team performance

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Leistung

Zeit

Forming

Storming

Norming

Performing

Adjourning


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Keeping the project team on the right track

Group work (4 groups)Each group works on one of these phases:Storming, Norming, Performing, Adjourning

a) By which signs can I recognise that my team is in the particular phase?

b) How can I support my team in this phase?

10 Minutes group work, then presentation



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12 factors that strengthen your team (1)

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F actors A ttribute

1. Leadership Close cooperation between team leader and team members Everyone can bring in their expertise and particular experience Leadership is a collective task!

2. Qualification Team members are skilled and qualified Talent and personality are both important!3. Commitment The team members identify with the project goals The team members are ready to invest much time and work into the project

4. Atmosphere The team members feel at ease in the team Open communication is possible No fear of risks

5. Level of performance The team knows its goals and considers them desireable Goals are challenging, but achievable The team menbers concentrate on achieving their goals, but always reflect on their

own attitudes (Continuous Improvement Process)

6. The role within theorganisation

The team is integrated effectively with the whole organisation The team has clearly defined roles and tasks within the organisation


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12 factors that strengthen your team (2)

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Verstrker Merkmale

7. Work methods The team has developed practical, systematic and efficient methods for problemsolving

8. Organisation Clearly defined roles Efficient flow of information Support of the administration

9. Criticism Culture of diligent feedback

10.Personal development Team members are looking for new challenges and experiences Team members bring in their whole personality into the team work

11.Creativity

The team creates new solutions together The team supports innovative risks The team supports new ideas

12.Relationship to other groups

The team ties new bonds to other groups systematically The team always looks for new contacts The team coordinates across borders


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Motivation for project success (2)

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How to motivate a donkey?

PunishmentReward Fun

extrinsic intrinsic extrinsic

Motivation is always satisfaction of needs!


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Motivation fr den Projekterfolg (3)

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derzeit bestimmend

Projektinitialisierung

Projektdurchfhrung

Projektabschluss

In order to understand in whatstate of motivation a teammember is, you need practiceand alertness.The project leader has to know the team members

good enough to be able to knowthe course of action the teammember will be motivated by.

In different project phases withdiffering demands andcharacteristics employees arein different moods. One candisplay these moods in a wheelthat stops at the peculiar moodof the moment (see right)


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The project leader as a motivator


Mood and Motivation of the teammembers

uncertain afraid of too much complexity afraid of excessice demands

curios

(How can I solve the task?)

project phase project planning and initiation


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Project phase: Executing the project Motivationszustand des

P rojektmitarbeiters Weariness

Annoyance

Time pressure Are there enough ressources?

Tedium of the team Suppressed conflicts with team members

/ leader

Frustration


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Project phase: closing the project


finally want to finish

Re-orientation, leaving the old projectbehind


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The project leader as a motivator ??

Group work (3 groups)

Each group creates ideas with a mind map on a pin board. After fiveminutes the groups change to the neighbour pin board andenhance the ideas of the previous group. After a second changeeach group has wortked on each pin board.

Task: Which options do I have as a project leader to motivateteama mebers in different moods and project phases?



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Projektphase Projektinitiierung/-planung

What the project leader can do

Give detailed information about the

project goals (in the Kick-Off meeting) Possibly: Coaching of team members

Goal-oriented leadership Give goals, not solutions Seriously delegate tasks


uncertain afraid of too much complexity afraid of excessice demands

curios(How can I solve the task?)


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Projektphase ProjektdurchfhrungWhat the project leader can do

Integrate team members in proceses, beinterested in the opinion. Feedback geben Give appreciation

Complete information about why and how

Find new / more ressources Involve the management

Open communication Spend leisure time together with the team Making decisions transparent

Smaller workload Give feedback Regular team meetings

Moods and Motivation of the projectleader

Weariness

Annoyance

Time pressure Are there enough ressources?

Tedium of the team Suppressed conflicts with team members

/ leader

Frustration


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Projektphase Projektabschluss

What the project leader can do

Lessons Learned Feedback for eachindividual

Make clear the contribution of each individualto project success


finally want to finish

Re-orientation, leaving the old projectbehind


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Communication in a project


one-way communication

TMTM

TMTMTMTM

TMTM

PLPL

z.B. per eMail Fax letter

TMTM

TMTMTMTM

TMTM

PLPL

two-way communication

Personalmeeting

Phone callvideo conference


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How communication works


Body language55% Voice

38%

Content7%

!+ how you dress, where you communicate


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Analyzing the quality of meetings


Correct +/- Not correct

1. Often, it is not clear to everyone why we meet.

2. We do not formulate what we want to have achieved at the end of

the meeting

3. There is no good preparation for meetings

4. There is not enough control of our progress in the meeting

5. The meeting dates are not suitable for many team members

6. Ideas get lost after the meeting

7. We do not have a priorisation of our meeting tasks.

8. Trivial and important tasks often take the same time to discuss

9. Often, we do not stick to the agenda

10. In the meeting, people do not pay attention


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Analyzing the quality of meetings


S timmt +/- S timmt nicht

11. Sometimes, several meetings are planned for a time when onlyone meeting should take place

12. Decisions of the meeting do not find their way to reality

13. There are no clear roles in the meeting

14. There is no moderator / facilitator

15. Often, our meetings are regarded as a waste of time

16. It often happens that not the right people are invited

17. In critical situations, no quick solutions are found

18. Things decides in the last meetiing do not count in the nextmeeting

19. We need always more time than expected

20. Time runs out at the end and things remain undone


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Characteristics of good meetings


1) The meeting is prepared properly and has transparent goals. The participants wereinformed in advance about those goals.

2) The meeting has an agenda3) Only those team members are present that are needed4) All meeting participants have the same rights in the meeting (no hierarchical order)5) The facilitator has a list of speakers which is respected by all6) Conflicts are solved immediately, if possible.7) Eaxh participant can summarize the outcome of the meeting in his/her own words8) Each participants can explain in own words which tasks he has been given in the meeting9) Minutes of the meeting are distributed to the participants shortly after the meeting.

11 laws for successfull meetings


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Thank you for your attention!

2009_11_26_Organizing and Leading Project Teams_1 0 (3)

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