项目管理之复杂项目环境下的领导技巧.docx

Leadership SkillsIn Complex Project EnvironmentsThe Concept, Tools and Techniques forManaging Multidisciplinary Work TeamsHans J. Thamhain, PhD, PMPPresented atProject World - BostonMay 2001Table of Content1. Critical issues of team leadership2. Organizing and motivating project teams3. Leading self-directed teams4. Building high performing project teamsSpeaker Biography.Dr. Hans J. Thamhain, Professor ofManagement at Bentley College in Waltham, Massachusetts He iswell known for their research and writings in project management.He is a frequent speakers at major conferences and consult in allphases of project management. Dr. Thamhain is a certified ProjectManagement Professional, PMP.1Section 1Critical Issues ofTeam LeadershipComplex Projects:What is Different?Complex solutions Changing and evolving processes Contingencies, risks, problems, conflict Innovation and creativity Complex organizational interfaces &interactions Difficult measurability and control Highly skilled workforce Need for sophisticated people skills2Leadership ImpactAs organizations become flatter, leaner,more agile and self-directed, projectleaders must manage with little or noformal authorityAuthority must be earnedLeadership effectiveness involves manycomponents (empowerment, commitment.)R&D performance is team-centeredTeam leaders role is facilitator &cheerleaderTraits of a High-PerformingProject TeamMembershipHigh Response RateConflict ManagementSelf-Development Innovative BehaviorRisk-SharingSelf-DirectedChange OrientedHigh Morale &Team SpiritEnjoy WorkTheEffectiveTeamCommittedEffectiveCommunicationsEffective Cross-FunctionalInterfaces & AlliancesHigh Need forAchievementsMinimal Relianceon ProceduresQuality Oriented3Influences of Project PerformancePeopleProcessToolsSection 2Organizing andMotivating ProjectTeams4What is Your Role as aProject Team Leader?Role of Project LeadernnnnnnnnFacilitatorCoalition/team builderProblem solverConflict managerTop administratorDirection and leadershipLink to upper management and customerCheerleader= To be effective project leader must havemutual trust, respect and credibility !5What the Team expectsfrom the Leader.5.Take 2 Minutes“Critical Thinking”6.What the Leader expectsfrom the Team Members.5.Take 2 Minutes“Critical Thinking”6.6What the Team Expects Fromthe LeaderlllllllllllClear direction and leadershipClear expectations/objectivesAutonomy and freedomAssist in problem solvingFacilitate a quality work environmentCreate stimulating environmentEncourage accomplishmentsProvide visibility and recognitionResist change and external pressuresDeal with conflict and power strugglesProvide stable work environmentWhat the Leader Expects fromthe Team MemberslllllllllllllProject ownership and commitmentShared leadershipCooperation, team spirit, shared valuesWillingness to take and share risksInnovative, creative behaviorEffective communication and interfacingOrganize tasks and team assignmentsJob skills and self-developmentCapacity for conflict resolutionChange orientationAccountability; self-direction and self-controlInformation processing, group decision makingContinuous effort toward work process improvements7Traits of a Winning Project TeamMembershipHigh Response RateConflict ManagementSelf-Development Innovative BehaviorRisk-SharingSelf-DirectedChange OrientedHigh Morale &Team SpiritEnjoy WorkTheEffectiveTeamCommittedEffectiveCommunicationsEffective Cross-FunctionalInterfaces & AlliancesHigh Need forAchievementsMinimal Relianceon ProceduresQuality OrientedCharacteristics of a TeamTeam members have .l1. Common goal, purposel2. Sense of belonging (identification)l3. Shared dependenciesl4. Shared attitudes, norms, values8Why isPower and Influenceso Important?Take 2 Minutes“Critical Thinking”Why is Power andInfluence so Important?Necessary to .Motivate,inspire, get buy-inObtain & maintain commitmentBuild and refuels credibility &Stimulate innovative behaviorrespectUnify teams-9Build cross-functional linkages-9Direct and leadResolve conflictManage changeRecognize accomplishmentsHow do you getorganizationalpower & influence ?9Team Leadership EffectivenessRisks & AnxietiesLeadersAbilities&PersonalitiesOrganizationsAbilitiesRewardsOrg EnvironmentWork ChallengeLeadershipEffectivenessActualPowerInfluenceLeadershipEffective-ness&Structures Project support/direction Personality Work environment Career development Job security Work challenge Accomplishments Comfort & stability Rewards (tangible)What do You need to beeffective as a Team Leader?10InfluenceBaseHow much Influence do You need?LittleSomeMuchAuthorityAbility to RewardAbility to PunishExperience, Knowledge,SkillsCharisma, Friendship,EmpathyMuch (Earned)MuchMuchMuchMeasuring Team PerformanceA simple ModelWork/OrganizationEnvironmentTeamCharacteristicsTeamPerformanceProjectPerformanceLeadership StyleHow do You build Your Basesof Influence?11Influence BaseCategoryElementsAuthorityRewardPunishmentExperienceReferent PowerHow do you “earn” Authority ?How do you build Credibility,Trust and Respect?Take 2 Minutes“Critical Thinking”Criteria forEffective Team LeadershipDirect: hProfessionally stimulating,challenging work environmenthRecognition, accomplishmentshMinimal conflict, anxieties, problemshClear objectives & directionsIndirect:8Effective communications8Job skills8Mgmt involvement & support8Stable work environment12Dealing with Conflict Conflict Conflictcan be beneficial:can be detrimental:Dysfunctional Consequencesof ConflictTeam decision-making process becomes lengthyand cumbersomeExcessive documentationTeam members may avoid constructive conflictsolving if process becomes “distasteful”Coalitions may become conspiraciesInnovation and creativity sufferCommunications become ineffectiveCommitment and ownership are weakenedMotivation and enthusiasm are reduced13Conflict Resolution ApproachesResolutionStyleBeneficial+Detrimental-WithdrawalSmoothingCompromisingForcingConfronting(Negotiating)Managing Conflictin Project Teams14Section 3Leading Self-DirectedTeamsTraits of a High-PerformingProject TeamMembershipHigh Response RateConflict ManagementSelf-Development Innovative BehaviorRisk-SharingSelf-DirectedChange OrientedHigh Morale &Team SpiritEnjoy WorkTheEffectiveTeamCommittedEffectiveCommunicationsEffective Cross-FunctionalInterfaces & AlliancesHigh Need forAchievementsMinimal Relianceon ProceduresQuality Oriented15How High Performing (Self-Directed)Project Teams See ThemselveslllllllEnjoy work and accomplishmentsHave autonomy and freedomHave strong support and cooperation from othersHave clear direction and leadershipMake significant contribution to companyOrganizational environment is pleasant & supportiveHave mutual trust, respect, competenceThe Role of CommitmentWhy is commitment important to projectperformance?Take 2 Minutes“Critical Thinking”16The Role of Commitmento Enhancesmotivationo Stimulates communicationso Focuses on resultso Enhances self-direction & controlo Enhances capacity for conflict resolutiono Lowers risk perceptiono Enhances innovationo Enhances cooperation and teamworkCommitment versus ControlHigh-TechLow-TechLow.Intensity of Measuring & Reporting.High(Management Control)17Individual & Team Commitmentto ResultsDilemmaHigherLevel ofCommitment(Low).Need for Innovation, Quality, Flexibility, Change(High)Suggestions for“Gaining” CommitmentSuggestions for“Refueling” CommitmentTake 2 Minutes“Critical Thinking”18Need for Schedule & Budget Control(High)Suggestions for “Gaining” CommitmentoooUnderstand (and remove) barriers to commitment- Fear of failure, anxieties, discomfort with assignment- Lack of benefits or interest- Lack of leadership, trust, credibilityMake project desirable- Visibility, organizational involvement- Incentives, benefits, career-focus- Work challengePromote management involvement & support- Clear objectives & (agreed-on) plans- Risk sharing- Good team spirit- Mutual respect, trust, leadershipSuggestions for “Refueling”Commitment. Same as for “gaining”., plus:o Recognition of accomplishments- Accomplishments against plan, milestones- Small increments; Phases, Stage-Gate, Concurrent ProjManagement- Measurability- Early winsoBuild team spirit, mutual trust & respecto Support problem solvingo Deal with conflict, politics, risks, anxietieso Provide god direction & leadership19A Final NoteProject control involves a complex set of variablesOrganizational IssuesHuman FactorsManagement and LeadershipTools and TechniquesProper toolsPeople involvementInteresting workQuality peopleManagementsupportLeadershipTeam desireto apply andfine-tunecontrol toolsSelf-directedproject control11Section 4Building High-Performing ProjectTeams20How High PerformingProject Teams See ThemselveslllllllEnjoy work and accomplishmentsHave autonomy and freedomHave strong support and cooperation from othersHave clear direction and leadershipMake significant contribution to companyOrganizational environment is pleasant & supportiveHave mutual trust, respect, competenceTraits of a High-PerformingProject TeamMembershipHigh Response RateConflict ManagementSelf-Development Innovative BehaviorRisk-SharingSelf-DirectedChange OrientedHigh Morale &Team SpiritEnjoy WorkTheEffectiveTeamCommittedEffectiveCommunicationsEffective Cross-FunctionalInterfaces & AlliancesHigh Need forAchievementsMinimal Relianceon ProceduresQuality Oriented21Influences to Organizational PerformanceOrganizational Environment-Resources-ToolsTeam LeadershipTeam CharacteristicsOrganizational PerformanceCommunications Risks Uncertainties Conflict Power PoliticsR&D Team 3Building Complex Project Teams RequiresSophisticated Management SkillsHigh Teambuilding SkillsLow Teambuilding SkillsLOTime to Build Fully Integrated TeamHI22Four Stages of Team DevelopmentStage 1FormationFormingStage 2Start UpStormingStage 3Partial IntegrationNormingStage 4Total IntegrationPerformingSDT-07Major Barriers toTeam PerformancePeople Different objectives, interests, viewpoints Role conflict, confusion, anxiety Fear of failure Personal conflict and power struggles Mistrust, collusion Work is not enjoyable No sense of achievement and recognition Little flexibility and change orientation Little mutual trust, respect, competence Group thinkR&D Team 723Major Barriers toTeam PerformanceTools & Process Unclear technology transfer process Weak project management system Unclear channels of communication,responsibility and control Weak administration support Inability to track progressR&D Team 8Major Barriers toTeam PerformanceLeadership Insufficient direction and leadership Inappropriate leadership style & motivation Inability to assist in problem solving Inability to assist in conflict resolution Inability to develop “can-do” atmosphere, risksharing Inability to attract and hold quality people Inability to create “intrinsic rewards” Inability to create “effective work environment”R&D Team 924Major Barriers toTeam PerformanceOrganization Changing work environment, instability Changing business objectives Poor interfunctional linkages and communications Inadequate functional support and resources Improper “command control” structure (too rigid,too flat, etc.) Insufficient rewards, growth potential and mobilityR&D Team 10Suggestions for RemovingBarriers to ProjectTeamworkSelected Barrier(s):Suggestions for Removing Barrier:25Leadership EffectivenessFocus: Project Formation PhaseSituation: Your work environmentAnalysis:What kind of barriers to effective team performance doyou anticipate during the project-formationphase?-What kind of leadership and management actions areimportant for effective role performance duringthe project-formation phase?+Leadership Style vs Team IntegrationLOW.Efficiency-Oriented Style X.HIGHPhase 4:Integration-IIPhase 3:Integration-IPhase 2:Start-UpPhase 1:Formation26MotivateSellDelegateTell.People Orientated Style Y.HighFramework for Team Process ImprovementCriteria Assessment Diagnosticfor of sEffective PerformanceTeamPerformanceSuggestions for ImprovementI II III IVWe Support Team leader Management(team) functions should should should should R&D Team 13Criteria for BuildingHigh-Performing TeamsMetricsRight people Plan detail People involvement, agreement Measurable milestones, deliverables Check points Regular reviews Continuity Appropriate control tools27(why isperformancenot perfect)Criteria for BuildingHigh-Performing TeamsHuman FactorsInteresting, challenging work Sense of accomplishment Recognition, visibility, importance Management involvement & commitment Mutual trust, respect, leadership credibility Minimum interruptions, conflict, politics Risk sharing Team spirit and leadershipTools & Techniques for Building High-Performing Project Teams 1. Involvement in project planning2. Stage-gate process3. Personal sign-on 4. Reviews: project, design, structured analysis, etc. 5. Concurrent engineering 6. Design for manufacturing and assembly (DMF/A) 7. Quality function deployment (QFD) 8. Interface definition, e.g. N 9. Co-location 10. Core team concept 11. Information technology: tel, fax, LAN, CAD, CAM, etc 12. Team building session 13. Business process reengineering (BPR) 14. Multifunctional perfor