managing teams and their conflicts
- 1. Managing Teams and their Conflicts in IT Projects Professional Practices
- 2. The Project Team is the group responsible for planning and executing the project. It consists of a Project Manager and numbers of Project Team, who are brought in to deliver their tasks according to the project schedule A project team is a team whose members usually belong to different groups, functions and are assigned to activities for the same project. A team can be divided into sub-teams according to need. Usually project teams are only used for a defined period of time PROJECT TEAMS
- 3. • "Teamwork makes the dream work, but a vision becomes a nightmare when the leader has a big dream and a bad team.“ John C. Maxwell
- 5. Team • Discussion • Impact • Action/Suggestion With reference to the Teamwork in field of CS
- 6. Team1) Lack of Team work 2) Team Members do not get along with one another 3) Team Members that are difficult to manage 4) Wide range of experience and knowledge among team members 5) Project or Work Leader who is Junior and Lacks Experience, 6) Substantial Turnover among Team members, 7) Lack of Motivation, 8) Not much Communication among team members and Outside of the team, 9) New Team Member has to be socialized into the group, 10) Team Member performance that does not seem to improve over time, 11) Too much time spent in meetings
- 7. 1-Lack of Teamwork-Discussion Misunderstandings about teamwork in IT. One is that If two people work together, the work is slowed down Lack of teamwork slowdown the process of gaining knowledge through experience to junior person. For these reasons we view teamwork as essential for IT success If this were the case, then teamwork would be discredited and there would be no project teams
- 8. 1-Lack of Teamwork-Impact First, without effective knowledge sharing, you become over dependent on a few people. Second, it is more difficult to detect problems if people work in isolation. Third, it is easier to grow skills if there is teamwork.
- 9. 1-Lack of Teamwork- Action First, Implement joint tasks as soon as possible Second, Provide opportunities for sharing of information and knowledge in the IT meetings Third, Move the ownership of the idea to the staff
- 10. 2-TEAM MEMBERS DO NOT GET ALONG WITH ONE ANOTHER Some people see themselves in competition with other IT staff. As such, they do not want to share knowledge. Another factor that contributes to this problem is that through training and culture, the individual is favored over the group. Some organizations have no significant turnover of staff. People come in contact and work with each other over many projects and years. The project leader often has little choice regarding the team’s composition It is natural that different departments or individuals may see things from their own perspective.
- 11. 2-TEAM MEMBERS DO NOT GET ALONG WITH ONE ANOTHER IMPACT In a team, the outcome of conflict can be poison to the rest of the team. The problem can grow to the point where people dislike to be in the same room or meeting with the people whom do not get along. This can have a severe negative impact on morale and productivity.
- 12. 2-TEAM MEMBERS DO NOT GET ALONG WITH ONE ANOTHER ACTION You should move to a lower level of detail. For technical staff, you should pretend or act like you are indifferent and keep asking “Why?” or saying “I do not understand. Help me here.”
- 13. 3-TEAM MEMBERS THAT ARE DIFFICULT TO MANAGE First, in IT some people have big egos because of their technical knowledge and/or degrees. Second, Many people grow up as single children Third, The IT managers may tell some persons that their work is critical and that they are the only ones who can do it, making them feel more important.
- 14. 3-TEAM MEMBERS THAT ARE DIFFICULT TO MANAGE IMPACT They may not take direction well. They may work along at their own pace There may be problems and shortcomings in the quality of the work. This later has to be redone
- 15. 3-TEAM MEMBERS THAT ARE DIFFICULT TO MANAGE ACTION A good approach is to assign them short-term tasks that you will then closely review. For later work, make sure to divide their tasks in such a way that you review their work every two weeks.
- 16. 4-WIDE RANGE OF EXPERIENCE AND KNOWLEDGE AMONG TEAM MEMBERS Today, the situation is very different. First, business processes are more integrated and complex. They cross multiple departments. This trend is continuing. For example, in the deployment of RFID in retailing and distribution, you integrate warehousing, logistics, and supplier chain management. Then you can throw in sales and store performance as well.
- 17. 4-WIDE RANGE OF EXPERIENCE AND KNOWLEDGE AMONG TEAM MEMBERS IMPACT Diversity in skills and knowledge can be a strength, but it can also raise problems. One impact is that it can take longer to resolve questions and situations.
- 18. 4-WIDE RANGE OF EXPERIENCE AND KNOWLEDGE AMONG TEAM MEMBERS ACTION You might consider holding meetings in which different people share their experiences and knowledge. This can not only facilitate more knowledge sharing, but can also help build a common view of the work.
- 19. 5-PROJECT OR WORK LEADER WHO IS JUNIOR AND LACKS EXPERIENCE Some managers place insufficient importance on project management. Another reason is that some larger organizations adopt a standardized method, such as Prince2, PMBOK, or some other method. Such methods provide a general framework. However, they do not provide the general how-to techniques that are essential for project management success.
- 20. 5-PROJECT OR WORK LEADER WHO IS JUNIOR AND LACKS EXPERIENCE IMPACT- • The junior person does not recognize the potential seriousness and effect of issues that arise in the work. • A junior person may lack sensitivity and get managers or team members angry.
- 21. 5-PROJECT OR WORK LEADER WHO IS JUNIOR AND LACKS EXPERIENCE ACTION- Rotate project leaders over time so that there is variety and more learning. Have the project leaders get together now and then to share experiences — like sharing experiences at the end of the day. First, since you are doing it across the board, they cannot say they have been singled out. Second, point out that there is a need to share knowledge. Third, you can get the senior project leader on board by having him or her delegate tasks to the junior project leader.
- 22. 6-SUBSTANTIAL TURNOVER AMONG TEAM MEMBERS People are pulled off of the work because of more important or emergency tasks. An individual may be promoted or move to another organization. There can be personal problems. Users may be pulled from a project due to year-end closing, the need to generate reports, etc.
- 23. 6-SUBSTANTIAL TURNOVER AMONG TEAM MEMBERS IMPACT- Any new person will take time to get up to speed and be effective. Time is needed for socialization into a team. More time is required for learning.
- 24. 6-SUBSTANTIAL TURNOVER AMONG TEAM MEMBERS ACTION- Assign more joint tasks so that work is shared. This lessens the damage if one person leaves. Assign tasks that are two weeks in duration, with milestones. This will limit the damage if someone leaves. Have individuals relate their experiences and how and why work was addressed, to share knowledge.
- 25. 7-LACK OF MOTIVATION IT can evidence motivation problems. People feel they are stuck in their jobs. They may feel that their work is not that important.
- 26. 7-LACK OF MOTIVATION IMPACT- They may work on other things that give them more satisfaction.
- 27. 7-LACK OF MOTIVATION ACTION- At the start of the project, have the team members give you a copy of their resumes. Then have them update these assuming that the project was completed successfully and they did good work. This will help them to define goals in the project and work for themselves.
- 28. 8-NOT MUCH COMMUNICATION AMONG TEAM MEMBERS Teamwork in many IT groups is just a word. It is not really implemented. People come together in meetings and relate status and then retreat to their cubicles. There is no real teamwork.
- 29. 8-NOT MUCH COMMUNICATION AMONG TEAM MEMBERS IMPACT- If people do not communicate, it is more difficult to detect problems and potential issues early. Moreover, the problems may be more severe.
- 30. 8-NOT MUCH COMMUNICATION AMONG TEAM MEMBERS ACTION- Devote time in meetings to general, aimless discussions of work. • Try to assign several people to investigating a problem or situation. • Hold some short social get-togethers once a week. • Do not cut off discussions. Be more flexible. •
- 31. 9-NEW TEAM MEMBER HAS TO BE SOCIALIZED INTO THE GROUP You have undoubtedly seen the following: A new person is hired. He or she is introduced in a meeting. Then the new hire seems to disappear
- 32. 9-NEW TEAM MEMBER HAS TO BE SOCIALIZED INTO THE GROUP IMPACT- The new employee can become isolated and quickly lose motivation.
- 33. 9-NEW TEAM MEMBER HAS TO BE SOCIALIZED INTO THE GROUP ACTION Introduce them and then discuss their roles and responsibilities
- 34. 10-TEAM MEMBER PERFORMANCE THAT DOES NOT SEEM TO IMPROVE OVER TIME This happens in both business units and IT. Individuals meet a certain standard of performance. Expectations from management are then matured.
- 35. 10-TEAM MEMBER PERFORMANCE THAT DOES NOT SEEM TO IMPROVE OVER TIME IMPACT If people continue to work at the same level of performance, they may have trouble meeting new challenges that arise in any job. In addition, performance levels may actually start to fail.
- 36. 10-TEAM MEMBER PERFORMANCE THAT DOES NOT SEEM TO IMPROVE OVER TIME ACTION- Have as a stated goal in your organization to increase performance and capabilities over time Introduce them and then discuss their roles and responsibilities. Have them talk about their past job in terms of experience, knowledge, etc. Encourage them to tell stories.
- 37. 11-TOO MUCH TIME SPENT IN MEETINGS In almost all of our positions as managers or staff, meetings have been a curse. In our discussion in this chapter we have encouraged more meetings. Meetings take time. They also consume energy. Meetings are obviously essential, but they should be managed.
- 38. 11-TOO MUCH TIME SPENT IN MEETINGS IMPACT- Many meetings have no defined agendas. In some meetings no one sticks to the agenda. Action items are identified, but then there is no follow-up. The result is that the same topics have to be reworked in the next meeting. Overall, too many meetings can lead to morale and motivation issues.
- 39. 11-TOO MUCH TIME SPENT IN MEETINGS ACTION- The first guideline to distribute is to have people plan meetings better. They should ask what topics and actions are expected of the meeting. Also, have people ask the following three questions. • What if the meeting were not held? What would happen? • What is the minimum number of people needed in the meeting? • What if the meeting were deferred for a day or a week?