SIM 335 Managing Projects Autumn
People in Projects
Learning Outcomes:
• Explain how the role of managing project teams differs from the role of the functional or line manager.
• Discuss the factors in the business environment that lead to the successful selection and management of project teams.
• Recognise and respond to the needs of project stakeholders
People in Projects
• Effective Teams
• Ineffective Teams
• Multi-disciplinary Teams
• Tuckman (1965), Belbin (1996)
• Project Leadership Styles
• The Project Manager’s Role
• Technical Experts vs. Generalists Summary
People in Projects
• A group or team has certain attributes that a random crowd does not possess:
• The members have a sense of identity: there are boundaries to the group which define it.
• Members are loyal to the group: they conform to the norms of behaviour and attitude that bind the group together.
• Purpose and leadership: most groups have a purpose and a set of objectives.
The Purpose of Project Teams
• The project will almost certainly require skills that no one individual would possess.
• Teams can brainstorm to generate ideas
• Once a team has made a decision the team will/should commit to it.
• Teams act as motivators
• Members can help and support one another.
Project Team Structure
Project Manager:
- Transport person
- Designer
- Expeditor
- Planner
- Procurement
- Engineer
- Accountant
- Secretary
Why teams succeed?
• A good spread of mental skills
• A good spread of personalities to give balance
• Project team leader is effective and accepted by other members of the team
• Teams are effective in generating ideas and solutions to problems.
• Processes support objective
• Regular communication
