A LIFE LESS ORDINARY 1997

1
Human Factors and Group Dynamics Dr Rajeev K
Bali
A LIFE LESS ORDINARY (1997)
THE ROYAL TENENBAUMS (2001)
2
Consider

• An engineering organisation
• based anywhere in the World
• with an IT component
• with organisational issues

3
Barriers

• Potential users may feel the project
  implementation will threaten the continuing
  existence of their jobs
• Jobs in a particular area may be reduced (usually
  compensated for by increased opportunities
  elsewhere)
• If an organisation does not improve its
  effectiveness and efficiency then ALL jobs may be
  under threat

4
Barriers (cont)
Users may feel that the introduction of the
system will make their jobs less interesting or
satisfying The project may have enemies within
the management structure of the organisation The
system may not work in practice
5
Support

• What can be done in the early stages of a
  project, to ensure that it gains the acceptance
  and support of those affected by the changes?
• Sensible projects will always have organisational
  benefits
• The changes entailed usually have benefits for
  significant numbers of people
• Opposition is likely to diminish over time

6
Organisational Changes

• What is the likely impact of organisational
  changes during the life of the project?
• Project may continue to be pursued despite
  clashing with revised corporate objectives
• A good PM will track organisational change and
  bring early-stage assumptions to the attention of
  senior management
• A PRINCE project would require a special project
  board meeting

7
Staff Reaction

• What is the likely reaction of project staff to
  the implementation stage of the project?
• PMs are often rewarded directly/indirectly for
  successful project implementation
• Other staff will see the implementation and
  closedown as threatening
• The identification of new job opportunities will
  do much to produce a positive attitude towards
  the PM and his/her objectives

8
Contractors

• How are contractors employed on a project likely
  to behave during the implementation phase?
• Contractors share the uncertain future of
  permanent staff at the end of a project
• Likely to be less committed to overall success
  than permanent staff?
• Likely to undertake tactics designed to extend
  the project timescale?

9
Resource Assignments

• Resources assigned after initial planning
  (involving teams of people)
• Teams may be built up slowly from the beginning
  of a project
• A core team may be assigned at the start of the
  planning cycle

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Resource Assignments
?

• Should team building be carried out in parallel
  with planning, or subsequent to its completion ?
  
• Members of the team should be involved in
  producing task duration and labour estimates

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Resource Assignments
?

• Implies some part-time involvement for potential
  team members from an early stage
• Technical experts may need consulting
• If these experts are employees of the company
  they are very likely to become members of the team

12
Team Dynamics

• The stages of the process by which a team is
  formed
• The individuals required on a team to make the
  maximum useful contribution

13
Project Needs

• Project resource plan Results of the
  feasibility study
• Broad areas of skills required
• Numbers of staff required
• How long they will be required for
• Periods when they will be required

14
Organisational Needs

• Perhaps from senior management
• PM may be required to include trainees
• Staff may be near end of other projects
• Including under-utilised staff
• Include people with special skills
• Include known good workers

15
Influencing Factors

• What are the individual opportunities offered?
• eg. the chance for technical staff to acquire
  new skills
• the chance to act as team leaders

16
Staff Availability

• Staff not always available due to
• Holidays
• Sickness
• Appraisals ( other company needs)
• Software maintenance
• Assisting other teams during closedown
• Technical consultancy on feasibility studies

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5 Team Stages

• 1 - FORMING
• Members of the team get to know each other
• Establish ground rules

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5 Team Stages

• 2 - STORMING
• Conflicts arise as team members try to obtain
  leadership
• High levels of conflict (reduced conflict later
  in the project!)

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5 Team Stages

• 3 - NORMING
• Conflicts are largely settled
• A team or group identity is established rather
  than a collection of individuals
• People become members of the team

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5 Team Stages

• 4 - PERFORMING
• The focus is shifted to undertaking the specified
  tasks
• PM should try to move through first 3 stages ASAP
• If Storming phase is cut short, more conflicts
  are likely later in the project

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5 Team Stages

• 5 - ADJOURNING
• The team disbands and the project comes to a close

22
Belbin Team Profiles

• Team role
• "A tendency to behave, contribute and interrelate
  with others in a particular way
• Dr Meredith Belbin
• Cambridge University

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Team Contributors

• The CHAIR
• Good at running meetings rather than being a
  brilliant leader

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Team Contributors

• The PLANT
• Good at growing ideas and potential solutions
  to problems

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Team Contributors

• The MONITOR/EVALUATOR
• Good at evaluating ideas and potential solutions

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Team Contributors

• The SHAPER
• Directs the teams attention to important issues

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Team Contributors

• The TEAM WORKER
• Good at creating a pleasant working environment
• (Sometimes known as the Social Secretary)

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Team Contributors

• The RESOURCE INVESTIGATOR
• Good at finding resources

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Team Contributors

• The COMPLETER/ FINISHER
• Good at finishing tasks started by others

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Team Contributors

• The COMPANY WORKER
• Is a good team player and
• willing worker

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Team Contributors

• The SPECIALIST
• Single-minded, self-starting, dedicated. Provides
  knowledge and skills in rare supply.

32
Team Contributors

• The Chair The Plant
• The Monitor/Evaluator The Shaper
• The Team Worker The Specialist
• The Resource Investigator
• The Completer
• The Company Worker

33
Motivating Staff

• Early involvement with the estimation process
  builds belief that estimates are realistic
• Belief that goals are unachievable may mean
  slower progress
• Staff should be given appreciation for their
  efforts

34
Motivating Staff

• Failures to achieve project targets should
  always be investigated
• The cause may lie in
• Lack of realism in the project plan
• Causes outside the PMs control

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Conflict Resolution 1

• A good PM will
• Commit themselves to finding resolutions which
  have some advantage for all concerned
• Take everyones views and opinions into account

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Conflict Resolution 2

• A good PM will
• Take the requirements of the project and the
  organisation into account
• Allow the parties with the least to gain to save
  face as much as possible

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4 Principles of Fair Negotiation

• 1 Separate the people from the problem
• 2 Focus on interests not on positions

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4 Principles of Fair Negotiation

• 3 Before trying to reach agreement invent
  options for mutual gain
• 4 It is important that there is an insistence
  on using objective criteria

39
Human Factors and Group Dynamics Dr Rajeev K
Bali
A LIFE LESS ORDINARY (1997)
THE ROYAL TENENBAUMS (2001)