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Project Teams

Week 8

1Paul Henderson 2008 ProjectManagement

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Project Teams

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Project

Management

why? what? when? who?how?

 The project perspective

- but within the ‘Who?’, we have another set of questions …

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• Why do we need a project team?

•What makes a good team?

• When should the team be formed?

• How is the team to be structured? • Who should be in the in the project team?

 The project team questions

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Project Teams

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• Workload is too high for one person

• Skill mix is beyond the capabilities of one person

• Risk of project delays when using oneperson

Why form a team?

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• Small number of people

•

Complementary skills• Commitment to a common purpose and

performance goals

•

Commitment to a common approach• Mutual accountability

What makes a good team?

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• Formally, only after the PID is approved, butthe team is often identified before that:

• A core team may be assigned on a part-timebasis during the creation of the PID: – To do task duration and staffing estimates

 – To decide who else is needed on the team

 – To decide what external help is required

When should you form a team?

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• Break down product structure into tasks

• Assess skills needed for each task

• Recruit skilled workers from functionaldepartments

• Negotiate with employee and functional managerto get worker for project

• If no local skill is available, subcontract

How is the team to be structured?

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• In terms of project roles – these are alreadydefined in the PID

• In terms of individuals – these are partlydefined by core team membership and …

• Selected by the core team

• But people have project roles and team roles

• And what makes an effective team?

Who will be on the team?

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Project Teams

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Research shows that effective teams:

• Have an ideal size of 4 – 6 people

• Have a complementary mix of team roles

•

Have shared values• Have a clear purpose

Characteristics of an effective team

complementary

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Four team role categories

•

Leading

• Doing

•

 Thinking

• Coaching

 Team roles

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• Chairs the discussions

• Comes up with ideas

•

Evaluates ideas and selects solutions• Focuses team on important issues

• Provides technical input

• Provides cohesion and smoothes over

disputes• Finds resources quickly

• Finishes tasks started by others

Eight detailed teamroles:

Someone who…

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• Company job title: Programmer

• Project role: Web page programmer

•

 Team role: Smoothes over disputes

 Three dimensions to an individual’s job

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 Team role vs. Project role vs. Jobtitle

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 Team roles mix

Chairperson

Comes up with ideasEvaluates ideas

Focuses on

importantissues

Smoothes

overdisputes

Finds resources

Completesothers work

Providestechnical input

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• Define team purpose and goals

• Establish team rules andresponsibilities

• Motivate team members

• Manage team performance

• Deliver the product(s)

Project Teams

 The task of the team leader

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Project Teams

Example Project Organisation Structure

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ProjectManager

ProjectExecutive

 Team 1Leader

 Team 2Leader

 Job role

1

 Job role

3 Job role2

 Job role2

 Job role3

Suppliers

 Job role4

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Project Teams

Project Organisation Structure – small project

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ProjectManager

ProjectExecutive

 Job role1

 Job role

2 Job role2

Supplier

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Project Teams

Effect of increasing team numbers on communications

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1 Number on project teamCommuni c

atio

ns

overhe

ad

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 The End

19Paul Henderson 2008 ProjectManagement