CVE 5074 Leading Construction OperationsTEAM LEADERSHIP

PART II – THE PROJECT TEAM

Remaining grades…

Book Report Notes = 200ptsLeadership Paper = 200pts(Option = Leadership Notebook = 200pts)

ACEC*: What clients look for...

People skills - 34% - responsive, motivated, excited

Communication skills - 23% - issues, alternatives, involved

Ethical considerations - 15% - mutual respect, trust, honesty

Project specific skills - 17% - scope, scheduling, costing, etc.

Knowledge/experience - 6% - expertise

Budget experience - 5%

*ACEC - Peer review committeeAmerican Consulting Engineers Council

Team solution cycle1. Define the problem2. Decide stakeholders3. Seek appropriate input4. Generate and evaluate alternatives5. Open discussion of alternatives6. Evaluate alternatives7. Select an alternative & communicate to

stakeholders8. Implement the plan9. Obtain feedback on progress &

acceptance10. Take corrective action

Team Performance Curve

Pseudo TeamPseudo Team

Potential Potential TeamTeam

Real TeamReal Team

Hi-Performing TeamHi-Performing Team

Working Working GroupGroup

FormingForming

StormingStorming

NormingNorming

PerformingPerforming

AdjourningAdjourning

Team Effectiveness

Team

Perf

orm

an

ce

Tuckman & Jensen Model

Mourning

Project Team Leadership Methods for leading teams

1) Leadership methods

a. Guidelines

b. Practical exercise

c. Active listening

d. Minority views

e. Value of diversity

2) Managing conflict

3) Team identity

Team Leadership Methods

Project Manager - control Co-leadership - technical & process Rotating leaders

1. Enhance participation

2. Spread the workload

3. Balance the politics

Facilitated – neutral + prof. advice Ombudsman – avoid blind spots

Steer team with questions

Prepare agenda and questions Seek “multiple solutions” Use “brainstorming” techniques Stay neutral and objective Step back and observe interaction Practice “active” listening Use neutral "ombudsman"

Brainstorming for new ideas Employ a facilitator

Set time limits for subject areas Quantity vs. quality of ideas Avoid detail Refrain from judgment Capture all input Categorize & analyze after session

Brainstorming Exercise

Take a minute to prep a list

Will go around the room to each

person for ideas

Brainstorming Exercise

Problem statement:

What are some unique ways to use a common brick other than for building a wall?

What is “active listening”

Keep an open mind Listen to understand vs. control Highlight divergent views/ideas Use questions to clarify views Explore new ideas in depth Involve group members

Protect minority views

Protect minority views and opinions Deal respectfully with ideas Watch body language Watch non-verbal communications

Value of Diverse Teams…

Systems approach Elimination of blind spots New views & methods Enhanced creativity Relation to problem complexity

Conflict Management…

or…• Things don’t always go as planned

• How to manage poor quality or omissions

• How to manage arguments… peacefully

What is conflict…

Any divergence of interest, objectives or priorities between parties working toward a common objective.

Any non-conformance to the set requirements or specifications of a task, activity or process

Conditions which create distrust or tension between parties to an agreement

Types of conflict…

FunctionalExposes problems Better understanding

Reduces risk Evaluate alternatives

Integrates ideas Better solutions

Widens options Improved relations

DysfunctionalPersonal attacks Increases in time

Com is one way Parties entrenched

Incur costs Incur delays

Danger signs = potential conflict

Overlapping objectives Overlapping of roles Simultaneous roles Unclear contract terms Hidden objectives

WBS!WBS!

Conflict in Construction-1

Preconstruction Poor precon briefings/meetings

Lack of coordination of information

Client lack of experience

No consensus of subs

Participants lack authority to agree

Poor leadership or team dynamics

Conflict in Construction-2

Design Design errors

Design omissions

Drawings & specs do not agree

Poor/no design guidance from owner

Slow/lacking approval from owner

Poor drawings

Poor leadership or team dynamics

Conflict in Construction-3

Project Management Poor coordination of tasks & timing

Poor change control

Lack of agreement with owner

By-passing single point of contact

Internal politics on team(s)

Lack of loyalty

Poor leadership or team dynamics

Conflict in Construction-4

Construction Operations Failure to meet design requirements

Poor quality of work

Poor RFI & change order control

Exceeding budget

Exceeding schedule

Operational obstacles

Materials don’t arrive on time

Poor leadership or team dynamics

Conflict with clients…

Inexperienced clients Don’t understand the process

Have unreasonable expectations

Differing opinions due to professional bias

Dangerous if not cleared up

Solution is more information Educate the client

Emphasis on briefing process

Meetings with all professionals

Client expectations & conflict

Experienced clients Generally ask more questions

Have more exacting requirements

Understand the risks

Able to negotiate options

May be more aggressive

Model of conflict development

Differences of:IssuesPerspectivesUnderstandingsBeliefsGoalsValuesOpinions

Caused by:Int & Ext pressureEducation or trainingContract or legal issuesUnclear expectationsIncompatible behaviorPersonal dislikesLoyaltyLimited resourcesCompetition

Improved relations

Increased tension

Increased tension

Project Leadership

AA

BB

AA

BB

Solution to functional conflict…

Dominating and competing

Place self before others

IDEAL SITUATION

Collaborating & integrating

Open participation, all benefit, win-win

Compromising

Both sides lose something

Avoiding and withdrawing

Lack of integration; don’t careObliging and accommodating

Giving-up to others

Hi concern for othersLevel of co-operation

Level of

assert

iven

ess

Stress high & long term

Stress avoided but long term stress high

Stress low but long term stress high

Initial stress highbut long term stress low

Hig

h c

on

cern

for

self

Managing conflict

Conflict resolution is change Requires an open mind & flexibile approach

Ideal is an integrated solution

Project Manager is key to resolution

Open communications is essential

Early resolution is most cost effective

All parties must be equally satisfied

Contingencies used to fund changes

Conflict resolution strategies…

1. Informal discussion

2. Formal recorded meetings

3. Negotiation – parties solve together

4. Expert determination – mediator hired by both

5. Adjudication – binding expert(s) decision; DRB

6. Arbitration – administrative trial; summary judge

7. Litigation – formal legal proceedings

It follows therefore, that since conflict is one of man’s most serious trials… conflict resolution isessential to the perfection of man….

Team identity

Icons Slogans; passwords; expressions Dress standards/uniforms Certificates Pins Networks

Create team icons… Boilermaker certificate - Hanau

Top 5 Team hats- Hanau

Regional Village mugs - Atlanta

Engineer 2000 bags – Philadelphia

21st Century Team - STV

Some I have used…

Presentations Today

Jacques Cousteau Kristen Jones

The Big Thurst Ryan Carter

Questions…

Value of Diverse Teams…

Systems approach

Elimination of blind spots

New views & methods

Enhanced creativity

Relation to problem complexity

Guidelines for Teamwork

Communications are key Bring talent to the team Play your position Diversity is an advantage Back up others Practice Help new teammates Prepare to sacrifice for the team