Pinto: Project Management and Team Members
INSTRUCTOR’S RESOURCE MANUAL
CHAPTER SIX
Project Team Building, Conflict, and Negotiation
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER SIX
Project Profile: Japanese Automakers Launch “Pre-Collision” Projects
INTRODUCTION
6.1 BUILDING THE PROJECT TEAM
6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS
6.3 REASONS WHY TEAMS FAIL
6.4 STAGES IN GROUP DEVELOPMENT Punctuated Equilibrium
6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION Outcomes of Cooperation: Task and Psycho-Social Results Building a High Performing Team
6.6 VIRTUAL PROJECT TEAMS
Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams
6.7 CONFLICT MANAGEMENT What is Conflict? Sources of Conflict Methods for Resolving Conflict
6.8 NEGOTIATION Questions to Ask Prior to the Negotiation Principled Negotiation
Summary
Key Terms
Discussion Questions
Case Study 6.1: Columbus Instruments
Case Study 6.2: The Bean-Counter and the Cowboy
Case Study 6.3: Johnson-Rogers Software Engineering, Inc.
Exercise in Negotiation
Internet Exercises
PMP Certification Sample Questions
Bibliography
TRANSPARENCIES
6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS
• A CLEAR SENSE OF PROJECT MISSION
• AN UNDERSTANDING OF TEAM INTERDEPENDENCIES
• COHESIVENESS
• A HIGH LEVEL OF TRUST
• A SHARED SENSE OF ENTHUSIASM
• A “RESULTS” ORIENTATION
6.2 STAGES IN GROUP DEVELOPMENT
Stage Defining Characteristics
Forming Members get to know each other and lay the basis for project and team ground rules.
Storming Conflict begins as team members begin to resist authority, demonstrate hidden agendas and prejudices.
Norming Members agree on operating procedures, seeking to work together, developing closer relationships, and committing to the project development process.
Performing Group members work together to accomplish their tasks.
Adjourning Groups may disband either following the completion of the
CHAPTER SIX
Project Team Building, Conflict, and Negotiation
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER SIX
Project Profile: Japanese Automakers Launch “Pre-Collision” Projects
INTRODUCTION
6.1 BUILDING THE PROJECT TEAM
6.2 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS
6.3 REASONS WHY TEAMS FAIL
6.4 STAGES IN GROUP DEVELOPMENT Punctuated Equilibrium
6.5 ACHIEVING CROSS-FUNCTIONAL COOPERATION Outcomes of Cooperation: Task and Psycho-Social Results Building a High Performing Team
6.6 VIRTUAL PROJECT TEAMS
Project Profile: Tele-Immersion Technology Eases the Use of Virtual Teams
6.7 CONFLICT MANAGEMENT What is Conflict? Sources of Conflict Methods for Resolving Conflict
6.8 NEGOTIATION Questions to Ask Prior to the Negotiation Principled Negotiation
Summary
Key Terms
Discussion Questions
Case Study 6.1: Columbus Instruments
Case Study 6.2: The Bean-Counter and the Cowboy
Case Study 6.3: Johnson-Rogers Software Engineering, Inc.
Exercise in Negotiation
Internet Exercises
PMP Certification Sample Questions
Bibliography
TRANSPARENCIES
6.1 CHARACTERISTICS OF EFFECTIVE PROJECT TEAMS
• A CLEAR SENSE OF PROJECT MISSION
• AN UNDERSTANDING OF TEAM INTERDEPENDENCIES
• COHESIVENESS
• A HIGH LEVEL OF TRUST
• A SHARED SENSE OF ENTHUSIASM
• A “RESULTS” ORIENTATION
6.2 STAGES IN GROUP DEVELOPMENT
Stage Defining Characteristics
Forming Members get to know each other and lay the basis for project and team ground rules.
Storming Conflict begins as team members begin to resist authority, demonstrate hidden agendas and prejudices.
Norming Members agree on operating procedures, seeking to work together, developing closer relationships, and committing to the project development process.
Performing Group members work together to accomplish their tasks.
Adjourning Groups may disband either following the completion of the