the changing role of team leadership in today's project environment
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MOT Workbook – Section 7: R&D and Innovation
7 - 1
Hans Thamhain, PMP, PhD Bentley University, Boston USA
December 2011
The Changing Role of Team Leadership in Today’s Project Environment
A castle is only as strong as the people
who defend it !
…to build a great kingdom you must first tend to your own state …to build a great state, you must first tend to your own family …to build a great family, you must first cultivate yourself …to cultivate yourself, you need to dedicate yourself to learning.
Confucius, The Great Learning (500 BCE)
5
Coming together is a beginning. Keeping together is progress. Working together is success. --Henry Ford
Team Leadership in Project Environments
MOT Workbook – Section 7: R&D and Innovation
7 - 2
Jeff Immelt (GE): “I’m proud of our team. They are
passionate and committed. …I spend about one-third of my time with my partner Bill Conaty (HR). We recruit, we train, we develop, we improve. We think about people constantly…“
Bill Gates (MS): “All people we hire are technically
competent. But, they also must have people skills…..”
Jin Mao Tower 上海(秀仕)环球金融中心 Word Financial Center 500m Shanghai
Bur Khalifa, Dubai 828m
…A Complex Subject Area Teamwork
MOT Workbook – Section 7: R&D and Innovation
7 - 3
HQTS HQTS
HQTS
Perceived Team
Environment
Culture Work & Work-
Processes
Reporting
Organizational Structure
Conflict
Support Sys Power & Politics
Time Zones Risk &
Uncertainty Suppliers
Trust & Respect Unified
Command & Control
Resource
Limitations
Tech Success =|= B-Success
Evolving Solutions
Fast Changes
T2M
Managing w/o formal authority People
Motivation
Leadership
Commitment
Conflict
Politics
Power
Teamwork
Trust
MOT Workbook – Section 7: R&D and Innovation
7 - 4
Team Behavior
Business Process Leadership Project
Management
Managing Project Teams: What we know
Project Team
Leadership.
Group Dynamics ? Risk
Non-linearities
We are less sure on… 1. What is high team performance (METRICS)? 2. What influences team performance (MODEL)? 3. Which influences are controllable by mgrs? 4. What conditions are conducive to team
performance (CATALYSTS)? 5. How can mgrs control these influences
[ACTIONS?]
1. Project performance decreases with complexity (i.e. more failures)
2. Team development time increases with complexity
24
Not all team leaders are equal!
(Low) ……..... Complexity ……..… (High) (Low
) … T
eam
Dev
elop
men
t …(H
igh)
Tim
e
Unmanageable
Area
Team Development Time vs. Complexity
Management Skills ++
MOT Workbook – Section 7: R&D and Innovation
7 - 5
Traits of a High-Performing Team
Minimal Reliance on Procedures
High Need for Achievements
Quality Oriented
Effective Cross-Functional Interfaces & Alliances
Effective Communications
Committed
Enjoy Work
High Morale & Team Spirit
Change Oriented
Self-Directed
Conflict Management
High Response Rate
Membership Self-Development Innovative Behavior
Risk-Sharing
The Effective
Team
What is team performance? How to measure it? Sc
hedu
le Budget
Deliverables
π
Measuring Team Performance § Traditional project performance
- Schedule - budget - deliverables § Risk & contingency § Innovation/creativity § Enterprise benefits § Stakeholder satisfaction § Etc, etc..
MOT Workbook – Section 7: R&D and Innovation
7 - 6
Project Success
Customer
Enterprise Suppliers
Partners
Team
Other
33
What the Team Expects From the Leader
Clear direction and leadership Clear expectations/objectives Autonomy and freedom Assist in problem solving Facilitate a quality work environment Create stimulating environment Encourage accomplishments Provide visibility and recognition Resist change and external pressures Deal with conflict and power struggles Provide stable work environment
Motivation: A Simple Model [Inducement-Induction Model]
Goal
Satisfaction
Primary Organization
Secondary Organization
Motivation
Contribution Inducement
Need
Figure 1 The Inducement-Induction Model of Motivation.
Mutual Expectations: Sr Mg – PM -- Team
Top View
Project View
A Matter of Perspective
MOT Workbook – Section 7: R&D and Innovation
7 - 7
49 Low …...……..…...Probability of Success ….…..…. High
…St
reng
th o
f Mot
ivat
ion
…H
igh
Reduce risk Increase importance
Motivation as a Function of Perceived Success
(A Situational Insight to Project Management)
The power of perception
What chair ????? You got to see it to believe it !! http://www.youtube.com/watch_popup?v=6NPF0A_vGC4
What chair ?????
58
Example of Quantitative Results from Field Studies
Variables Characteristics
Work Environment & Project Team Characteristics of Work Environment: 1 Interesting, Stimulating Work 2 Accomplishment & Recognition 3 Conflict & Problem Resolution 4 Clear Organizational Objectives 5 Job Skills & Expertise 6 Direction & Leadership 7 Trust, Respect, Credibility 8 Cross-Functional Coop & Support 9 Effective Communications 10 Clear Project Plan & Support 11 Autonomy & Freedom 12 Career Developmt/Advancement 13 Job Security
Characteristics of Project Team: 14 Tolerance for Risk Taking 15 Effort + Commitment to Results 16 Innovative Team Performance
1.0
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Drivers Toward Team Performance
MOT Workbook – Section 7: R&D and Innovation
7 - 8
• Poorly defined work integration/transfer process, protocol & methods
• Role conflict, confusion over authority, power struggles
• Lack of trust, accountability among team members and/or group leaders
• Inappropriate information technologies or infrastructure
• Unclear overall objectives, requirements and success criteria
• Unclear work interfaces.
• Lack of senior management or sponsor commitment/support
• Inaccurate/insufficient planning • Insufficient project performance
measurements • Insufficient communication/escalation of
problems v Team maturity (PM3) ≠ proj complexity v Weak project leadership.
Many barriers and influences to project team performance are similar for both highly complex and less complex project situations, however the effects are .
Virtual and multinational team approaches often amplify these problems even further!
Work Environment vs. P-Team Performance
• Project Plan & Support • Direction & Leadership • Interesting Work • Accomplishment, Recognition • Org Goals, Priorities • Trust, Respect, Credibility • Job Skills/Expertise • Conflict Resolution • Favorable Project Image • Career Advancement • Job Security • (Salary, comp-time) • (Complexity, NDP/proj size) • (Project duration) • (Organizational stability).
Kendall’s Tau Rank-Order Correlation
…τ…
Schedules & Budgets
Risk Mgmt
Knowledge Sharing
Cross-Funct’l Coop Requirements
Conflict Resolution
Collaborat
ion on…
Communication
Overall Project
Performance
MOT Workbook – Section 7: R&D and Innovation
7 - 9
Strongest Drivers Toward High Team Performance
Ø Interesting, stimulating work Ø Clear mission, direction & roadmap (plan) Ø Skill sets, competencies (best people) Ø Can-do perception, risk sharing Ø Team spirit, trust & respect Ø Effective work process & proj support sys Ø Direction & Leadership
A professionally stimulating environment
strong catalyst focusing
the team effort on desired results !
Facilitator Problem solver Conflict manager Cheerleader
A Final Note Effective project management involves a complex set of variables
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• Organizational Issues • Human Factors • Management and Leadership • Tools and Techniques
Appropriate Resources Quality people People involvement Interesting work Management support Leadership
Team committed to achieve agreed-on objectives
High-performing team
MOT Workbook – Section 7: R&D and Innovation
7 - 10
hthamhain@bentley.edu
Conclusions Companies with high performance teams… 1. Pay attention to the human side 2. Create interesting, stimulating work environment (excitement,
recognition, visibility, mg involvement, security, …) 3. Provide clear b-mission, direction, road map, p-support 4. Keep work process simple/effective 5. Have high levels of job competencies (best people) 6. Create a Can-Do image, risk sharing 7. Have effective issue resolution processes/systems 8. Ensure effective cross-functional interaction 9. Provide autonomy (local), freedom to explore, share risk 10. Promote continuous team development 11. Ensure good team leadership.
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How High Performing Project Teams See Themselves
Enjoy work and accomplishments Have autonomy and freedom Have strong support and cooperation from others Have clear direction and leadership Make significant contribution to company Organizational environment is pleasant & supportive Have mutual trust, respect, competence
MOT Workbook – Section 7: R&D and Innovation
7 - 11
Risks & Anxieties Rewards
Org Environment
Team Leadership Effectiveness
Leader’s Abilities
& Personalities
Organization’s Abilities
& Structures
Work Challenge
Imag
es
Leadership Style
Actual Actual
Power Influence
Leadership Effectiveness
• Project support/direction • Personality • Work environment • Career development • Rewards (tangible)
• Job security • Work challenge • Accomplishments • Comfort & stability.
35 OH-slides with major content 40 OH-slides with cartoon content
Total of 75 OH-slides
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