Manage-Wise

Managing project teams

Nothing great was ever achieved without enthusiasm
—Ralph Waldo Emerson

The magic and power of teams is captured in the term “synergy,” which is derived from the word : “working together.” There is positive and negative synergy. The essence of positive energy can be found in the phrase “the whole is greater than the sum of all parts.” Conversely, negative energy occurs when the whole is less than the sum of all parts. Mathematically, these two states can be symbolised by the following equations:

Positive Synergy: 1 + 1 + 1 + 1 + 1 = 10

Negative Synergy: 1 + 1 + 1 + 1 + 1 = 2 or even –2

Synergy can be best seen on a football field, a soccer pitch, or a basketball court. For example, the Chicago Bulls dominated professional basketball during the nineties. Admittedly, they had in Michael Jordan, if not the greatest, then one of the best players ever to play the game. Still it wasn’t until management found players to complement Jordan’s abilities and Jordan himself accepted the fact that he had to play a team game that their reign of championships began. Positive synergy could be seen in how routinely the Bulls executed a fast break, where the combined actions of all five players produced an unchallenged slam dunk, or in their aggressive, denial defence, which stifled the performance of a much taller and more talented opponent. Negative synergy can be seen plainly in cellar dwelling NBA teams where players ignore wide-open team-mates to launch wild 3-point shots or when two or three members fail to hustle back on defence leaving a lone team-mate to defend a 3-on-1 fast track. Teams that exhibit negative team synergy are often characterised as being underachievers, while champions become synonymous with teams that exhibit positive synergy.

Although less visible than in team sports, positive and negative synergy can also be observed and felt in the daily operations of project teams. Here is a description from one project manager:

“Instead of operating as one big team we fractionalised into a series of subgroups. The marketing people stuck together as the systems guys. A lot of time was wasted gossiping and complaining about each other. When the project started slipping behind schedule, everyone started covering their tracks and trying to pass the blame on to others. After a while we avoided direct conversation and resorted to e-mail. Management finally pulled the plug and brought in another team to salvage the project. It was one of the worst project management experiences in my life.”

This same manager fortunately also was able to recount a more positive experience:

“There is a contagious excitement within the team. Sure we had our share of problems and setbacks, but we dealt with them straight on, and at times were able to do the impossible. We all cared about the project and looked out for each other. At the same time we challenged each other to do better. It was one of the most exciting times in my life.”

The following is a set of characteristics commonly associated with high-performing teams that exhibit positive synergy:

1) The team shares a sense of common purpose, and each member is willing to work toward achieving project objectives.

2) The team identifies individual talents and expertise and uses them, depending on the project’s needs at any given time. At these times the team willingly accepts the influence and leadership of the members whose skills are relevant to the immediate task.

3) Roles are balanced and shared to facilitate both the accomplishment of tasks and feelings of group cohesion and morale.

4) The team expends energy toward problem solving rather than allowing itself to be drained by interpersonal issues or competitive struggles.

5) Differences of opinion are encouraged and freely expressed.

6) To encourage risk taking and creativity, mistakes are treated as opportunities for learning rather than reasons for punishment.

7) Members set high personal standards of performance and encourage each other to realise the objectives of the project.

8) Members identify with the team and consider it an important source of both professional and personal growth.

9) High performing teams become champions, create breakthrough products, exchange customer expectations, and get projects done ahead of schedule and under budget. They are bonded together by mutual interdependency and a common goal or vision. They trust each other and exhibit a high level of co-operation.

The five-stage team development model

Just as infants develop in certain ways during their first months of life, many experts argue that groups develop in a predictable manner. One of the most popular models identifies five stages through which groups develop into effective teams.

Forming. During this initial stage the members get acquainted with each other and understand the scope of the project. They begin to establish ground rules by trying to find out what behaviours are acceptable, with respect both to the project (what role they will play), what performance expectations are) and interpersonal relations (who’s really in charge). This stage is completed once members begin to think of themselves as part of a group.

Storming. As the name suggests, this stage is marked by a high degree of internal conflict. Members accept that they are part of a project group, but resist the constraints that project and group put on their individuality. There is conflict over who will control the group and how decisions will be made. As these are resolved, the project manager’s leadership becomes accepted, and the group moves to the next stage.

Norming. The third stage is one in which close relationships develop and the group demonstrates cohesiveness.

Performing. The team operating structure at this point is fully functional and accepted. Group energy has moved from getting to know each other and how the group will work together to accomplishing the project goals.

Adjourning. For conventional work groups, performing is the last stage of their development. However, for project teams, there is a completion phase. During this phase the team prepares for its own disbandment.

Excerpt from Project Management: The Complete Guide for Every Manager by Clifford Gray & Erik Larson. Reproduced with permission © 2005, Tata McGraw-Hill
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E-mail: vishwanath_mum@tatamcgraw-hill.com