Gomez, Eirol John S. Rollan, Zarah May B.

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Project Teams Teamwork Teams for Small Projects Working with Multiple Teams Design Teams Construction Teams Team Management Teams and the Project Managers Responsibilities

Key Factors in Team Leadership 10. Team Building 11. Motivating Teams 12. Conflict Management 13. Developing Consensus 14. Team Conduct
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Must be assembled to accomplish the work necessary to complete engineering and construction projects Project manager depends on the team because he or she does not have the expertise to do all the work for the project There must be a leader to guide over all efforts act as a coach, answering questions, making the team understands the outcome of the project, ensuring that team members know what is expected to them and the importance of sharing information

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project manger also acts as the facilitator in project communications for conflict resolution and team performance Project teams include in house personnel and outside consultants Team members report either part time or full time to the project manager and are responsible in some aspects of project activities

 Teamwork must be well coordinated Managing project teams is a fundamental

skill with the area of human resources management The Project Management Institute defines Human resources is the art and science of directing and coordinating human resources throughout the life of the project by using administrative and behavioral knowledge to achieve predetermined project objective of scope, cost, time, quality and participant satisfaction

 Team

building is the process of influencing a group of diverse individual, each with his or her own goals, needs and perspectives to work together effectively for the good of the project Team motivation is the process by which project manager influence the team members to do what it takes to get the job done

Teamwork is important and the real task is organizing a successful team for a successful project Teamwork starts with the sponsor of the project who defines goals and objectives, needs and priorities A well organized team resolves disputes, solves problems, and communicates effectively Effective teamwork discourages fault finding and accusations and promotes unity and a common focus on the project goals and priorities The project manager is the leader of the team

Team is two or more people working together to accomplish a common goal When managing small projects, the project manger is usually required share team members to other project manager It is often difficult for the project manager to give the needed attention to each project which complicates scheduling and resource control Only minimal staffs can be afforded on small projects. This means that few individuals assigned must take responsibility for multiple functions The principles of working with people in the spirit of cooperation and teamwork still applies.

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work of the owners, designers, and contractors teams must merge into a collective effort. The diverse expertise that each team possesses must converge into an overlapping environment

Members of the designed team are selected based on the specific expertise needed for a particular project. The is composed of individuals with divers backgrounds including design disciplines like: Architectural Civil Mechanical Electrical Structural CADD, etc. Project control individuals Cost control Estimating Quality control Safety, etc.

Non technical people

Purchasing Legal Financing Permitting Regulatory, etc.

Sponsors representative Every design must have a sponsors representative who may be owners project manager or appointed by the owners project manager The sponsors representative plays a key role in resolving issues related to the project requirements and cost that will impact the sponsors organization

 Selecting

design team members is an important step in project management because it begins the team building process Team members are selected varies, depending on the policies of the design project managers organization and the persuasiveness of the project manager to get the people that he or she wants The assignment of the team members is often based on who is available at the time assignments are made

A typical construction project consists of groups of people normally from several organizations that are hired and assigned to a project to build the facility Project manager of the construction must instill in the team that building long term relationship is more important in career advancement than trying to accomplish short term tasks Source of information, location timing, and problem complexity changes as people enter the project, perform their assigned duties depart Commonsense and flexibility are essential to working with construction teams The key to a successful project is properly skilled construction managers

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number of construction teams for a project depends upon the contracts awarded by the owner For each construction contractor, and subsequent tier of subcontractors, a construction team is formed to perform the work in accordance with the contract documents issued by the owner

A team must have a well defined mission with common goals, objectives and strategies The role of each team must be clearly defined The project manager must learn the needs of team members and encourage team participation Team members will put extra effort into accomplishing work when they know the project manager cares about them and their careers Trust is instilled among team members and the project manager by creating an environment of understanding and teamwork.

 Open

and honest communications are necessary to instill integrity and support for each other Trust is essential to an effective and honest teams All individual must have a common goal of creating a team that plans and executes the work with a clear knowledge of what they are going to do, and when it will be done

 Project manager Must cross many boundaries in the organizational

structure to develop the project team into a cohesive group must combine administrative and behavioral knowledge to work well with people Must create a cordial environment that enables the team to work together so members will motivate themselves to peak performances Responsible for resolving conflicts between team members in addition to organizing, coordinating, and directing the project

Responsible for developing the project requirements Act as a leader in acquiring resources, selecting team members, developing sponsors requirements, defining scope and quality, defining budgets and determining schedule Must establish a control system to complete the project in accordance with the expected requirements Must establish a process in decision making that matches the decision to be made Must develop a leadership style that is respected and accepted by the project team for decision making

Developing a culture a where each team members feels that he or she is a part the team and wanted by the team is essential to a successful team Behavior and leadership style of the project manager has a significant influence of the team The project manger must have high ethics and a sense of fairness and honesty while dealing with members of the team as well as others who are not on the team The project manager must communicate the desired goals, objectives, values and outcomes of the project The project manger must also keep members informed of the status of the project

Team communication is vital to a successful team Well defined scope for the team guides the progress of work and provides clear goals that can be used as guidelines for decision making The project manager must ensure the scope is defined and understood by each team member before the work is started Individuals who know their responsibilities and the required outcome of their work are free to be innovative and creative, thereby producing high quality work with performance

Effective communication is essential team building Misinformation or incomplete information is a major deterrent to team building Effective communications ensures that everyone knows what is expected and when it is expected Team building starts with the sponsoring organization with its project charter and mission statement The project sponsors must have a good prequalification process for selecting designers, contractors, and other third party participants.

Key words for team building are pressure, responsibility, honesty, kindness, respect and communications. The ground rule should be Everyone is a contributor and winner on a successful team. The team must stop worrying about the 1% that is wrong and focus on the 99% that is right. Some companies have begun the team building process by holding a weekend retreat for team members, including their family members.

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years, managers and supervisors have struggled with methods of motivating workers. 1950s, A. H, Maslow developed a theory of motivation called the hierarchy of needs. It has been used by managers, as well as educators. He proposed that humans are a wanting animal and their wants become needs.

Basic Comfort Needs

Safety Needs

Belonging Needs

Ego or Self Esteem Needs

Self Fulfillment Needs

Maslows Hierarchy of Needs

 Conflicts

can arise over the distribution of resources, access to information, disagreement about decisions, or perception by an individual that he or she is not respected or fully a part of the team. Conflict can have a negative influence by fostering interpersonal hostility, reduced performance and dissension in the team.

 Conflicts

can arise due to difference agendas among team members. Conflicts are often result of changes. The project manager and team should evaluate each conflict resolution to capture lessons learned, both positive and negative, for the benefit of future project work. Resolution of conflicts can lead to innovation and to ideas about how to improve work efficiency.

 Withdrawal

of giving up is a poor way of managing conflicts. Smoothing is a more active technique to managing conflicts. Compromising is another approach to settling conflicts. This approach involves bargaining between the disputing parties to reach an acceptable agreement.

 Confronting

and problem solving is a method of resolving conflicts that requires participation by all parties involved in the conflict. The project manager must understand that forcing a solution may create resentment or other adverse reactions that can affect the teams future performance.

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project manager must work with the team to develop a consensus regarding selection of the best solution. Voting, trading or averaging can be helpful in reaching a consensus. The project manager must lead the team in seeking facts to avoid dilemmas and indecisions.

 Goals

for a particular team explicitly direct the project requirements of each specific group. The team must also know how it is expected to operate. The design and construction teams should know from the beginning the extent of their power and authority to act. Every project requires a set of rule to be obeyed.

 Rules

should not be viewed as restrictive. A good set of rules provides freedom to the team members to perform their work because they know what is expected of them. Working relationships must be clearly defined and understood. Team members must show trust and respect for other team members, but close personal friendship is not always necessary.

 Personal

values of individual team members often play an important role in teams. Team members should not have to compromise their personal values and principles. The team leader must be committed to respecting team members, promoting openness and flexibility.