Project Team Management

MBA-IMC Module 4: Consulting Process
Project Team Management

- Dr. Giselher Dombach MBA IMC Consulting Process 2007 Dr. Giselher Dombach
page 1
Objectives of this presentation
Providing students with the concept of composing the right project team Providing recommendations how to manage a project team
Training material of a leading consulting firm was partly used in this presentation.
MBA IMC Consulting Process 2007 Dr. Giselher Dombach
page 2
We will consider four aspects of team management 1 Team Fundamentals 3 Managing Experts
Managing Juniors
Handling Breakdowns
MBA IMC Consulting Process
2007 Dr. Giselher Dombach
page 3
Teams are more than the sum of their members
Teams are associated with performance
Teams are small groups of dedicated individuals

All members of a team are committed to the same and common task Teams combine different and complementing capabilities and potentials of individuals synergistically Team members feel mutual responsible for each other A team feels responsible as a unit for its success Teams are an integrative element of companies dedicated to success
page 4
Teams achieve different results
Performance
Teams achieve three types of results based on a certain setting

Problem solving Technical / function Interpersonal Specific goals Working together Thoughtful goals Mutual Small group Individual
Instead of trying to become a team, groups should focus on results and the necessary framework - becoming a team is a natural outcome of this process
Common results
Personal development
Source: Katzenbach, Smith: Wisdom of teams
page 5
The case team should be a pyramid maybe using the client as a free resource
Consulting Team Senior staff Middle staff
Joint Team Senior staff Middle staff
Low-cost staff
Low-cost staff
Pyramiding is often prevented by soloing, duetting and scrapping

page 6
In selecting the case team, the team leader should attempt integrated case staffing than any other approaches
Integrated
Each case member will be given clear objectives to reach through his or her work I will do it myself I will do it myself and give the dull stuff to others Well share it Well share it and give the dull stuff to others
Soloing
Scrapping
Duetting
Duet-scrapping
page 7
Five different types of group work mode can be identified
High
High Performance Team
Real team
Team performance
Working Groups Potential team
Low
Low
Pseudo Team
Team efficiency
High
Source: Katzenbach, Smith: Wisdom of teams

page 8
All five types show specific characteristics
Working group
Group of individuals with no perceived need for performance improvement Interaction based on shared information No common goal behind the actual work or no desire to have such a goal
Pseudo team
The sum is less than the potential of all members There is a potential for significant performance improvements Individuals perceived themselves as team Individuals are occupied with their "get together" and not with performance
Potential team
Group of individuals who perceived performance improvement as necessary Lack of transparency concerning goal, targets and results Lack of discipline to establish a common platform No sense for common responsibility
Real team
High performance team

A "real team" plus: Search for challenges Sense for mutual responsibility and support Overshoots expectations
Small team with complementel capabilities Shared goals, targets, and concept Feel a common responsibility for the result of their work
page 9
What is typical for a high performance team?
A climate of ease and unconstraint A lot of factual discussions
Goals are clear and defined transparently

Everybody is listening You can express deviating opinions Most decisions are the result of a common orientation
No hidden agendas
The task is important - not the powerplay The team is sensible for its own dynamics, brings background discussions into the foreground, and solves problems in a constructive way Breakdowns are identified early and are solved constructively
page 10
The members of the team form the core of a high performance team
Across disciplines the high performance team is a group of highly motivated individuals across all necessary disciplines and functions, working as a high performance team and not as a collection of egos with individual hidden agendas
Willing to make decisions high performance teams consist of decision makers - either hierarchical or people who are willing to take risks. The composition of the team is a clear signal to the environment about the commitment to the task Highly motivated the members of the team peg their career to the results of the team Dedicated to results the members want to be measured by the results of their work
page 11
Various roles and functions determine the team work
The leader - he or she is the constant pushing factor in the team. The leader is highly motivating and helps the other
members of the team to stay committed to the vision and goals. The leaders is leading and not managing the team
The manager - he or she supports the leader by managing the team The integrator - moderates between various opinions and leads them to a common goal. His or her social skills help to
pursue this task
The analyst - evaluates complex situations methodically. He is bound to logic and is not involved in political games
thereby helping to avoid group think
The motivator - helps to motivate the team even in difficult situations. The motivator does not accept a leading role but
masters complex social skills. The motivator is often the internal trainer for teambuilding
The communicator - helps to communicate results internally and externally. The motivator is involved in drafting and
executing the communication plan of the project
The specialist - provides the team with special expertise and can change frequently The out of the box thinker - does not pursue traditional paths of arguments but brings idea from completely
different points of view
In high performance teams members accept not a single role but are capable to fit into various roles at the same time
page 12
High performance teams work differently
Traditional teams.....
Work mostly in team meetings. In the other time, individuals work on their specific tasks in their department Have limited responsibility and take limited risks Assign responsibility to the leader or to some members
High performance teams....

Work together continuously in an intensive climate over weeks which results in high social stress Have high responsibility and visibility. They usually report to a high ranked steering committee Share the responsibility of their work and are of mutual support for each other. That needs a high degree of social skills
Appointing the right members for the high performance team becomes crucial for the success
page 13
Empowerment is a critical success factor for high performance teams

May the force be with you Yoda, Jedi-Knight
High performance teams should be empowered to reach their goals, because....

Teams need power to compete with the hierarchy Power speeds up decisions Empowerment is a clear signal to the rest of the organization about the importance of the team Empowerment is a sign of trust in the team Empowerment strengthens the Esprit d Corps
Two rules guide empowerment

#1 As much power as possible - high performance team are responsible in using power. Empowerment increases the flexibility of the teams
#2 Sponsorship - the direct access to top management and the personal sponsorship of managers is an effective way to empower teams
page 14
High performance teams are formed by joint work and shared learning
High
High Performance Team
Real team
Team performance
Working Groups Potential team
Low
Low
Pseudo Team
Team efficiency
High
page 15
Managing Juniors
Handling Breakdowns
page 16
Lets look at three tips for managing juniors
Motivate by establishing objectives and reviewing at the end As far as possible, let juniors plan and do while you only counsel and decide Set up the appropriate control and review mechanisms
page 17
Motivate by establishing objectives and reviewing at the end
page 18
As far as possible, let juniors plan and do while you only counsel and decide
Does it pay to delegate to a junior of level? Task Proposal writing Case planning Issue analysis Data search Junior BA No No No Yes Junior Consultant NO Hardly Hardly Yes Consultant Draft Yes Yes Yes Pre-Senior Yes Yes Yes Yes
Data crunching
Interview (easy) Interview (complicated) Review meetings Presentation writing Oral presentation Budget review
Yes
Yes No No No No No
Yes
Yes No Hardly No No No
Yes
Yes Hardly Yes Yes Yes Yes
Yes
Yes Yes Yes Yes Yes Yes
page 19
Decide when and what to control
Junior level
BA
Junior consultant Daily
Consultant
Pre-Senior
Timing
Daily
Weekly
Bi-weekly or monthly Only issue analysis and reports / presentations When she / he feels appropriate
Depth
All written pieces All interviews
All written pieces
Only key
Client relationship
All contacts with the client
All contacts with the client
Weekly report
page 20
Decide how to control
Junior is typically
What you should do
Self starter I can do it alone

Always worried Lets take it easy
Insist on formal writing plus some meetings

Be open and listen Reassure that there are always problems List and probe, probe, probe Insist on competent writing
Little Manager
Wants to shine Poet of problem solving
Let him decide

Let him shine, but insist on value of transmitting bad news Insist on getting news of what was done versus what was planned
page 21
Make it explicit (1) Discuss team successes and shortcomings openly Critique interviews and meetings afterwards Ask for impressions and suggestions for next time
Make frequent, constructive small criticisms and suggestions immediately after the fact
Handle in a friendly manner Do not exaggerate their importance Keep encouraging the team member Be generous with compliments when warranted Try to catch the consultant doing something right Watch for and recognise even slight improvements in problem areas
page 22
Make it explicit (2) Do not abandon the consultant Keep posted on progress
Remain available to guide and counsel

Offer to help whenever necessary with client contacts and introduction Do not do the work for the consultant you must delegate! Agree on objectives and limits Allow consultant to do work and gain credit Do not cover up for the consultant If a collegue is falling short, everyone should recognise and help Short-term silence only postpones and amplifies longer-term problems Performances of other team members are frequently downgraded unnecessarily
page 23
Managing Juniors
Handling Breakdowns
page 24
Your relationships with experts are bound to be like a blind man with his dog
You dont understand what he is talking about
You cant judge the depth and accurady of his output

You dont even understand how he performs what you ask him
page 25
Like the blind mans dog, an expert can be your life saver or generate nasty accidents Dolce vita An expert who gave in two days enough content to shine for six months
An expert who is an encyclopedia, but too introvert to convert knowledge into action
An expert who is recognised internationally by peers through writing, publications, etc
Hell
An expert who, prior to a presentation, advises you to reject a clients ideas, but changes his mind in the presentation when the client strongly disagrees
An expert who is, in fact, only one page ahead of you in the text book
page 26
Their use is best in certain types of cases Types of Cases

Joint (with client)
Consultant companys generalist skill content
High
Strategy development Operations planning Organization structuring Management systems Implementation
Help client make entry decision (into new area)
Low
(Hopefully) Not for us
Expert opinion on specific questions
Usefull expert input
Low High Consultant companys expert content

page 27
The expert role is different from the generalist consultant Roles of Experts
Lend credibility Aid dialogue with client Objective review on issues (Team Member)
Consultant companys generalist skill content
Help reach entry decision

(Partner to Case Leader)
High
Low
Expert opinion Challenge client Play devils advocate
(Lead the Case)

page 28
It is rare to find expert and generalist skills combined in one Levels of Skill
Joint (with client) Strategy development Operations planning Organization structuring Management systems Implementation
Generalist skill content
High
Rare
Low
Expert opinion on specific questions
Usefull expert input

page 29
Experts have particularly valuable roles to play
Expert Role
Sales issues Pricing Proposal writing Team task planning People management Budget management Quality control Communications Identify industry or technical issues Advise on what already known / state-of-the-art Provide technical / industry examples to demonstrate understanding Provide (careful!) contributions to issue analysis Manage technical client team members Advise on sources, short-cut methods Confirm technical / industry wok is state-of-the-art Clarify technical problems / analyses
Follow-up / Implementation
Client relations
Advise on further technical / industry issues

Help manage technical cleint members (carefully!)
page 30
You are bound to manage experts under uncertainty, but there are three tips for protection
Get information on reputation
Behave as if you were the client and only accept conclusions if they are adequately supported
Have client check findings before presentation
page 31
Managing Juniors
Handling Breakdowns
page 32
Relationships are influenced by breakdowns
Breakdowns are: Situations which cause uncertainties, confusion, and difficulties Interruptions on the way to the goals Situations and events which collide with our commitments
page 33
Breakdowns lead to various effects
Breakdowns lead to:

Playing down problems
Ignoring problems
Blaming each other Hushing up Hope that nobody will recognize it
Censorship and information control

Emergency actions
page 34
Breakdowns need a new conceptual framework (1)
Crises are dependent on our engagement The higher the engagement the more frequent and bigger the crises are High performance teams perceive breakdowns as breaks on their way to reach the goals and focus their creativity to overcome these performance barriers Well managed breakdowns are important milestones on the way to the breakthrough
Or...
Breakthroughs are well managed crises
page 35
Breakdowns need a new conceptual framework (2)
Breakdowns can be multipliers for high performance teams

Breakdowns are bases for breakthroughs Breakdowns can be initiated purposely by high performance teams to test the team and to create breakthroughs All members are foucussing their work to overcome the breakdowns and to create effective and efficient solutions
Effective and successful management of breakdowns improve:

Results Working as a team Trust Risk tolerance
page 36
Breakdowns build the basis for breakthroughs
Engagement
Something happens
ALTERNATIVES
Evaluation of facts Reaction Problem (status quo) What is wrong with ...... Leads to blaming each other Declaring breakdowns What is possible? Build possibilities for a breakthrough
page 37
Ten ingredients for a successful high performance team
#1 Clarity in goals #2 Established ground rules #3 Selection of team members according to capabilities
#4 Clear communication and interactions

#5 Beneficial behavior #6 Quick wins #7 Continuous information #8 Appreciation #9 Awareness of group think #10 Spending time with each other
page 38
page 39

Project Team Management

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Project Team Management

Hochgeladen von

Copyright:

Verfügbare Formate

MBA-IMC Module 4: Consulting Process

Project Team Management

Objectives of this presentation

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Teams are more than the sum of their members

Teams are associated with performance

Teams are small groups of dedicated individuals

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Teams achieve different results

Teams achieve three types of results based on a certain setting

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Consulting Team Senior staff Middle staff

Joint Team Senior staff Middle staff

Pyramiding is often prevented by soloing, duetting and scrapping

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Five different types of group work mode can be identified

High Performance Team

Working Groups Potential team

Source: Katzenbach, Smith: Wisdom of teams

All five types show specific characteristics

High performance team

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

What is typical for a high performance team?

A climate of ease and unconstraint A lot of factual discussions

Goals are clear and defined transparently

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Various roles and functions determine the team work

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

High performance teams work differently

High performance teams....

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Empowerment is a critical success factor for high performance teams

High performance teams should be empowered to reach their goals, because....

Two rules guide empowerment

High Performance Team

Working Groups Potential team

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Lets look at three tips for managing juniors

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Motivate by establishing objectives and reviewing at the end

MBA IMC Consulting Process

2007 Dr. Giselher Dombach

Decide when and what to control

Junior consultant Daily

All written pieces All interviews

All written pieces

All contacts with the client

All contacts with the client

MBA IMC Consulting Process