ELC 347
project management
Week 6
6-1
Agenda
• Assignment Four Due
• First Quiz Graded
– Missed two important concepts
• Time value of money
• Escalation of commitment
• Integrative Project
– First part due next week
– Outline of deliverables (posted in WebCT)
– Additional scoring model
• Any of the first five sections can be resubmitted for rescoring prior
to finals week. The recorded score will the average of the original
score and the score on the resubmitted section.
• Project team building, Conflict and Negotation
6-2
Project Team Building,
Conflict, and Negotiation
Chapter 6
© 2007 Pearson Education
6-3
6-4
Identify Necessary Skills
Identify People With Skills
Building the
Project Team
Talk to Potential Team Members
Negotiate with Their Supervisor
Success?
Yes
Renegotiate with Top
Management
No
Yes
Success?
No
Build Fallback Positions
Assemble the Team
6-5
Characteristics of Effective Project
Teams
Clear Sense of Mission
Productive Interdependency
Cohesiveness
Trust
Enthusiasm
Results Orientation
6-6
Reasons Why Teams Fail
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Poorly developed or unclear goals
Poorly defined project team roles &
interdependencies
Lack of project team motivation
Poor communication
Poor leadership
Turnover among project team members
Dysfunctional behavior
6-7
Stages in Group Development
1. Forming – members become acquainted
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together
5. Adjourning – group disbands
Punctuated Equilibrium is a different model
6-8
Team Development Stages
4. Performing
Adjourn
1. Forming
Trust
Flexible
Supportive
Confident
Efficient
High Morale
Quiet
Polite
Guarded
Impersonal
Business-like
High Morale
Productive
Testing
Organized
Infighting
Establish procedures
Develop team skills
Confront issues
Rebuilding morale
3. Norming
Convene
Conflict over control
Confrontational
Alienation
Personal agendas
Low morale
2. Storming
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Connie Gersick’s Punctuated Equilibrium Model
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Achieving Cross-Functional
Cooperation
Task
Outcomes
Superordinate Goals
Rules & Procedures
Cross-functional
cooperation
Physical Proximity
PsychoSocial
Outcomes
Accessibility
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Building High-Performing Teams
Make the project team tangible
– Establish unique identity
– Publicity
– Terminology & language
Reward good behavior
– Flexibility
– Creativity
– Pragmatism
Develop a personal touch
– Lead by example
– Positive feedback for good performance
– Accessibility & consistency
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Virtual Project Teams
use electronic media to link members of a
geographically dispersed project team
How Can Virtual Teams Be Improved?
 Use face-to-face communication when possible
 Don’t let team members disappear
 Establish a code of conduct
 Keep everyone in the communication loop
 Create a process for addressing conflict
6-13
Conflict Management
Conflict is a process that begins when you
perceive that someone has frustrated or is
about to frustrate a major concern of yours.
Categories
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Goal-oriented
Administrative
Interpersonal
Views
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Traditional
Behavioral
Interactionist
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Sources of Conflict
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Organizational
Reward systems
Scarce resources
Uncertainty
Differentiation
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Interpersonal
Faulty attributions
Faulty communication
Personal grudges &
prejudices
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Conflict Resolution
 Mediate – defusion/confrontation
 Arbitrate – judgment
 Control – cool down period
 Accept – unmanageable
 Eliminate – transfer
Conflict is often evidence of progress!
6-16
Early Detection
• A little conflict is a good thing
• But…Time spent on conflict resolution does not advance the
project
• Resolve conflicts early!
• Look for smoke and don’t wait for the fire
• Invite critical thinking and positive conflict
resolution
6-17
Conflict Resolution Guidelines
1) Is it conflict or a problem?
Solve problems
2) Does the project manger need to be involved?
Resolve at lowest level possible
3) What are the issues and the emotions
connected with the conflict?
Find the land mines!
4) Are the parties involved committed to
resolution?
Precede until resolution
6-18
Conflict Resolution Guidelines
5. Are all discussions characterized by a genuinely
constructive attitude and by a positive, nonloaded (not sarcastic or accusing) statements?
Disarm the combatants!
6. What is going to make this OK with all the
parties?
What is the common ground
7. After resolution is achieved, re-verify with each
party.
Make sure there is no miscommunication
8. Celebrate the resolutions with all concerned
and congratulate all on their commitment to the
project by their resolving the issue.
6-19
Negotiation
a process that is predicated on a manager’s
ability to use influence productively
Questions to Ask Prior to Entering a Negotiation
1. How much power do I have?
2. What sort of time pressures are there?
3. Do I trust my opponent?
6-20
Principled Negotiation
1.
Separate the people from the problem
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Be hard on the deal, soft on the people
See the deal from inside their shoes
Make your proposal consistent with their value
Focus on interests, not positions
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Values define the deal
Each side has multiple interests – be clear on yours, discover theirs
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Invent options for mutual gain
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Insist on using objective criteria
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Strike a deal based on principle, not pressure
Agree on fair standards and procedures
Frame issues as a collaborative quest
http://www.colorado.edu/conflict/peace/treatment/pricneg.htm
Getting to Yes – Fisher & Ury
6-21
Tony’s Rules for Negotiation
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Go into every negotiation with a series of possible outcomes
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Know the opponents position better than they do
A good outcome is WIN-WIN
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That means you had the power to begin with so why were you negotiating?
Remember!
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Have “throw away” positions
Works when you are not the more powerful side
Requires finesse and subtlety
The worst outcome is when the other side things you beat them.
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Works when both sides have equal power, and similar constraints
A better outcome when the others side thinks they won but you got everything you wanted
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Must Have
Should Have
Like to have
Can do without
What ever what negotiated once is subject to be negotiated again
Park your ego at the door…it gets in the way
Never get caught in a lie…the best way is to not lie.
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Once your creditability is gone you can’t negotiate
6-22
Sun Tzu
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"The smartest strategy in war is the one that allows you to achieve your objectives
without having to fight".
"Therefore I say; know the enemy and know yourself; in a hundred battles you will
never be in peril. When you are ignorant of the enemy but know yourself, your
chances of winning or losing are equal. If ignorant both your enemy and of yourself,
you are certain in every battle to be in peril."
“He will win who, prepared himself, waits to take the enemy unprepared.”
“He who exercises no forethought but makes light of his opponents is sure to be
captured by them.”
“The general who wins a battle makes many calculations in his temple before the
battle is fought.”
“To secure ourselves against defeat lies in our own hands, but the opportunity of
defeating the enemy is provided by the enemy himself.”
“Force him to reveal himself, so as to find out his vulnerable spots. Carefully
compare the opposing army with your own, so that you may know where strength is
superabundant and where it is deficient.”
http://interneg.concordia.ca/interneg/training/materials/sun_tzu.html
• http://www.kimsoft.com/polwar.htm
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