Amrut Mody School of Management

Creating and Managing Project Teams

PADMIN BUCH
February 11 , 2020

For academic discussions only

Data and information are indicative

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 Disclaimer . . .

 For academic discussions only

 Data and information are indicative
 Some items are reproduced from
copyrighted sources and the same
are herby duly acknowledged
 These also are used for academic
purpose only

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 Organisational Structure
&
Roles

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 Project Initiation and Resource Allocation:
Organizational Capability

 Organization Structure and

Culture
Line and Staff organization
Divisional Organization
Matrix Organization

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 Organisational Culture

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Key factor is The Project
Leader & Team Formulation

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 Levels of Decision Making
Operating Administrative Strategic
Decisions decisions decisions
Where is the
Lower level Middle level Top level
decision taken
management management management

How structured Semi-

Routine Un-structured
is the decision structured
What is the
level of Minor Moderate Major
resource resource Resource Resource
commitment commitment commitment Commitment

What is the
Short-term Medium-term Long-term
time horizon

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 Global Project & Project Leader

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 Global Project Manager
in the 21st Century

 Effectiveness requires more than

only technical competence
 Full understanding of business
environment
 Use of culturally diverse teams
 Heavy dose of cultural and
linguistic sensitivity.

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 Project Manager for the 21st Century

The Requirement
 Cross Cultural Training (CCT) a vital Ingredient
 Feedback and action on Expatriate Experience
 Desired competencies of three broad levels

1.Global Mind-set
2.Personal Stability
3.Professional Confidence

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 Competencies :
Global Mindset

 Broad Perspective
 Appreciate Others’ Perspective
 Flexibility

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 Competencies :
Personal Stability

 Personal Autonomy
 Emotional Resilience

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 Competencies :
Professional Confidence

 Balance Contradiction
 Willingness to make risky Decision

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Organizational Capability

 Structure
 Culture
 Roles

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 Characteristics of Effective Teams

An effective project team has:

• A clear understanding of the project
objective
• Clear expectations of each person’s role and
responsibilities
• A results orientation
• A high degree of cooperation and
collaboration
• An atmosphere of open communication
• A high level of trust
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 Barriers to Team Effectiveness

• Unclear goals
• Unclear definitions of roles and responsibilities
• Lack of project structure
• Lack of commitment by team members
• Poor communication
• Poor leadership
• Turnover of team members
• Dysfunctional behavior

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 Teams are Most Effective When:

• There are 10 or fewer members on the team

• Members volunteer to serve on the team
• Members serve on the project from beginning to end
• Members are assigned to the project full time
• Members report solely to the project manager
• All relevant functional areas are represented on team
• The project involves a compelling objective
• Members are located within conversational distance
of each other

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 Characteristics of
Effective
Team Members
• Technically competent
• Good problem-solving abilities
• Goal orientation
• Politically sensitive
• Credibility
• Availability
• Ambition, initiative, and energy
• High self-esteem
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 Effective Team Members
• Help create a positive and effective environment
• Plan, control, and feel accountable for their work
• Have high expectations of themselves
• Manage their time well
• Make things happen, not just let them happen
• Are self-directed and follow through on actions
• Take pride in doing quality work
• Participate and communicate with the team
• Provide constructive feedback to each other
• Old saying: There’s no I in TEAM
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 Team Building Ideas
• Encourage socializing among team members.
Why?
• Locate team member work areas close together.
Why?
• Periodically hold team meetings, as opposed to
project meetings, to discuss ideas for the team
to be more effective

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 Management Styles
Project managers must delegate responsibilities,
coordinate work, and supervise and motivate
team members
Most people believe that a participative
management style works best with project teams
This style give more empowerment to team
members and allows them to be more self-
directed
A participative style with team empowerment
requires less supervision by the PM
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 The Typical Project Team

 Project Engineer : Technical

performance
 Manufacturing Engineer
 FieldManager
 Contract Administrator
 Project Controller : Budget
 Support services Manager
 (Work Break-Down Structure) (WBS)

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 Project Teams

 There is a Core team and an Extended team

 Extended team :
 Finer aspects, detailing
 Reports to core Team Member
 Local persons in a Global Team
 Also some specialists : Project / Country
Specific

 The reporting to be a mix of

formal/informal………
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 Human Factors & The Global Project Team

 PM : Time & cost schedule without

compromising performance
 Involves Technical & Human
Dimensions
 Also interpersonal conflicts, cross-
cultural conflicts

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 THANK YOU….
….Padmin Buch

phbuch3@gmail.com

For academic discussions only

Data and information are indicative

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