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Professionalism and Personal Skills


Professionalism and Personal Skills Lecture 5: Teamwork and Project Management – PowerPoint PPT presentation

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Title: Professionalism and Personal Skills

Professionalism and Personal Skills
  • Lecture 5
  • Teamwork
  • and
  • Project Management

  • Introduction to Project Management
  • Introduction to team development and group roles
  • Understand relevance of Task Identification and
  • Planning Schedules and identifying Deliverables
  • Understanding Gantt Charts
  • Summary

  • What is Teamwork?
  • What is the difference between a Team and a
  • They are both a collection of people
  • A Team has a common goal or objective that they
    work together to achieve

  • But why have a Team?
  • Too much work for one person to achieve in the
    time available
  • To bring together different skills and abilities
  • To learn from each other -
  • Social Skills
  • Organisational Skills
  • Technical Skills

  • So what do Teams do?
  • One possibility is work on a PROJECT
  • What do we mean by a Project?
  • Characteristics of a Project are
  • It has a recognisable deliverable
  • There is an element of risk which needs to be
  • It is new or one-off rather than a well-defined,
    regular set of operations

Activity 1
Team-development model
  • Dr, Bruce Tuckman's published in 1965 his Forming
    Storming Norming Performing team-development
  • He added a fifth stage, Adjourning, in the 1970s.

Forming - stage 1
  • High dependence on leader for guidance and
  • Little agreement on team aims other than received
    from leader.
  • Individual roles and responsibilities are
  • Leader must be prepared to answer lots of
    questions about the team's purpose, objectives
    and external relationships.
  • Processes are often ignored.
  • Members test tolerance of system and leader.
  • Leader directs.

Storming - stage 2
  • Decisions don't come easily within group.
  • Team members vie for position as they attempt to
    establish themselves in relation to other team
    members and the leader, who might receive
    challenges from team members.
  • Clarity of purpose increases but plenty of
    uncertainties persist.
  • Cliques and factions form and there may be power
  • The team needs to be focused on its goals to
    avoid becoming distracted by relationships and
    emotional issues.
  • Compromises may be required to enable progress.
  • Leader coaches.

Norming - stage 3
  • Agreement and consensus is largely forms among
    team, who respond well to facilitation by leader.
  • Roles and responsibilities are clear and
  • Big decisions are made by group agreement.
  • Smaller decisions may be delegated to individuals
    or small teams within group.
  • Commitment and unity is strong.
  • The team may engage in fun and social activities.
  • The team discusses and develops its processes and
    working style.
  • There is general respect for the leader and some
    of leadership is more shared by the team.
  • Leader facilitates and enables

Performing - stage 4
  • The team is more strategically aware the team
    knows clearly why it is doing what it is doing.
  • The team has a shared vision and is able to stand
    on its own feet with no interference or
    participation from the leader.
  • There is a focus on over-achieving goals, and the
    team makes most of the decisions against criteria
    agreed with the leader.
  • The team has a high degree of autonomy.
  • Disagreements occur but now they are resolved
    within the team positively and necessary changes
    to processes and structure are made by the team.
  • The team is able to work towards achieving the
    goal, and also to attend to relationship, style
    and process issues along the way. team members
    look after each other.
  • The team requires delegated tasks and projects
    from the leader.
  • The team does not need to be instructed or
  • Team members might ask for assistance from the
    leader with personal and interpersonal
    development. Leader delegates and oversees

Adjourning - stage 5
  • Tuckman's fifth stage, Adjourning, is the
    break-up of the group, hopefully when the task is
    completed successfully, its purpose fulfilled
    everyone can move on to new things, feeling good
    about what's been achieved.
  • From an organizational perspective, recognition
    of and sensitivity to people's vulnerabilities in
    Tuckman's fifth stage is helpful, particularly if
    members of the group have been closely bonded and
    feel a sense of insecurity or threat from this
  • Feelings of insecurity would be natural for
    people with high 'steadiness' attributes (as
    regards the 'four temperaments' or DISC model)
    and with strong routine and empathy style (as
    regards the Benziger thinking styles model, right
    and left basal brain dominance).

Adjourning - stage 5
  • Tuckman's fifth stage - Adjourning
  • Bruce Tuckman refined his theory around 1975 and
    added a fifth stage to the Forming Storming
    Norming Performing model - he called it
    Adjourning, which is also referred to as
    Deforming and Mourning.
  • Adjourning is arguably more of an adjunct to the
    original four stage model rather than an
    extension - it views the group from a perspective
    beyond the purpose of the first four stages.
  • The Adjourning phase is certainly very relevant
    to the people in the group and their well-being,
    but not to the main task of managing and
    developing a team, which is clearly central to
    the original four stages.
  • Alan Chapman 1995-2005 review and code and
    reference is made to the

The Belbin Team Roles
  • The personal skill inventory identifies eight
    team roles.
  • There is also another team role called the
    Specialist which is not identified in the

  • SH Shaper
  • Characteristics
  • Highly strung, outgoing, dynamic.
  • Shapers are highly motivated people with a lot of
    nervous energy and a great need for achievement.
    Of ten they seem to be aggressive extroverts with
    strong drive. Shapers like to challenge, to lead
    and to push others into action - and to win. If
    obstacles arise, they will find a way round - but
    can be headstrong and emotional in response to
    any form of disappointment or frustration.
  • Shapers can handle and even thrive on

  • Function
  • Shapers generally make good managers because they
    generate action and thrive on pressure. They are
    excellent at sparking life into a team and are
    very useful in groups where political
    complications are apt to slow things down.
    Shapers are inclined to rise above problems of
    this kind and forge ahead regardless. They like
    making necessary changes and do not mind taking
    unpopular decisions. As the name implies, they
    try to impose some shape and pattern on group
    discussion or activities. They are probably the
    most effective members of a team in guaranteeing
    positive action.

  • Strengths
  • Drive and a readiness to challenge inertia,
    ineffectiveness, complacency or selfdeception.
  • Allowable Weaknesses
  • Prone to provocation, irritation and impatience,
    and a tendency to offend others.

  • Characteristics
  • Calm, self-confident, controlled.
  • The distinguishing feature of Co-ordinators is
    their ability to cause others to work to shared
    goals. Mature, trusting and confident, they
    delegate readily. In interpersonal relations they
    are quick to spot individual talents and to use
    them to pursue group objectives. While
    Co-ordinators are not necessarily the cleverest
    members of a team, they have a broad and worldly
    outlook and generally command respect.

  • Function
  • Co-ordinators are useful people to have in charge
    of a team with diverse skills and personal
    characteristics. They perform better in dealing
    with colleagues of near or equal rank than in
    directing junior subordinates. Their motto might
    well be 'consultation with control' and they
    usually believe in tackling problems calmly. In
    some organizations, Co-ordinators are inclined to
    clash with Shapers due to their contrasting
    management styles.

  • Strengths
  • Welcome all potential contributors on their
    merits and without prejudice, but without ever
    losing sight of the main objective.
  • Allowable Weaknesses
  • No pretensions as regards intellectual or
    creative ability.

  • Characteristics
  • Individualistic, serious-minded, unorthodox.
  • Strengths
  • Genius, imagination, intellect, knowledge.
  • Plants are innovators and inventors and can be
    highly creative. They provide the seeds and ideas
    from which major developments spring. Usually
    they prefer to operate by themselves at some
    distance from the other members of the team,
    using their imagination and often working in an
    unorthodox way. They tend to be introverted and
    react strongly to criticism and praise. Their
    ideas may often be radical and may lack practical
  • They are independent, clever and original and may
    be weal in communicating with other people on a
    different wave-length.

  • Function
  • The main use of a Plant is to generate new
    proposals and to solve complex problems. Plants
    are often needed in the initial stages of a
    project or when a project is failing to progress.
    Plants have often made their marks as founders of
    companies or as originators of new products.
  • Too many Plants in one organisation, however, may
    be counter-productive as they tend to spend their
    time reinforcing their own ideas and engaging
    each other i combat.
  • Allowable Weaknesses
  • Up in the clouds, inclined to disregard practical
    details or protocol.

Resource Investigator
  • Characteristics
  • Extroverted, enthusiastic, curious,
  • Resource Investigators are good communicators
    both inside and outside the organisation, They
    are natural negotiators, adept at exploring new
    opportunities and developing contacts. Although
    not necessarily a great source of original ideas,
    they are quick to pick up other people's ideas
    and build on them. They are skilled at finding
    out what is available and what can be done, and
    usually get a warm welcome because of their
    outgoing nature.
  • Resource Investigators have relaxed personalities
    with a strong inquisitive sense and a readiness
    to see the possibilities of anything new.
    However, unless they remain stimulated by others,
    their enthusiasm rapidly fades.

Resource Investigator
  • Function
  • Resource Investigators are quick to open up and
    exploit opportunities. They have an ability to
    think on their feet and to probe other for
    information. They are the best people to set up
    external contacts, to search for resources
    outside the group, and to carry out any
    negotiations that may be involved.
  • Strengths
  • A capacity for finding useful people and
    promising ideas or opportunities, and a general
    source of vitality.
  • Allowable Weaknesses
  • Liable to lose interest once the initial
    fascination has passed.

Monitor Evaluator
  • Characteristics
  • Sober, unemotional, prudent.
  • Monitor Evaluators are serious-minded, prudent
    individuals with a built-in immunity from being
    over-enthusiastic. They are slow deciders who
    prefer to think things over usually with a high
    critical thinking ability. Good Monitor
    Evaluators have a capacity for shrewd judgements
    that take all factors into account and seldom
    give bad advice.

Monitor Evaluator
  • Function
  • Monitor Evaluators are at home when analysing
    problems and evaluating ideas and suggestions.
    they are very good at weighing up the pro's and
    con's of options and to outsiders seem dry,
    boring or even over-critical. Some people are
    surprised that they become managers.
    Nevertheless, many Monitor Evaluators occupy key
    planning and strategic posts and thrive in
    high-level appointments where a relatively small
    number of decisions carry major consequences.
  • Strengths
  • Judgement, discretion, hard-headedness.
  • Allowable Weaknesses
  • Lack of inspiration or the ability to motivate

  • Characteristics
  • Implementers are well organised,enjoy routine,
    and have a practical common-sense and self
    discipline. They favour hard work and tackle
    problems in a systematic fashion. On a wider
    front they hold unswerving loyalty to the
    organisation, and are less concerned with the
    pursuit of self-interest.
  • However, Implementers may find difficulty in
    coping with new situations.

  • Function
  • Implementers are useful because of their
    reliability and capacity for application. They
    succeed because they have a sense of what is
    feasible and relevant. It is said that many
    executives only do the jobs they wish to do and
    neglect those tasks which they find distasteful.
    By contrast, an Implementer will do what needs to
    be done. Good Implementers often progress to high
    management positions by virtue of good
    organisational skills and efficiency in dealing
    with all necessary work.
  • Strengths
  • Organising ability, practical common sense, hard
    working, self discipline.
  • Allowable Weaknesses
  • Lack of flexibility, resistance to unproven ideas.

Team Worker
  • Characteristics
  • Socially oriented, rather mild and sensitive.
  • Team Workers are the most supportive members of a
    team. They are mild, sociable and concerned about
    others with a great capacity for flexibility and
    adapting to different situations and people. Team
    Workers are perceptive and diplomatic. They are
    good listeners and are generally popular members
    of a group. They cope less well with pressure or
    situations involving the need for confrontation.

Team Worker
  • Function
  • The role of the Team Worker is to prevent
    interpersonal problems within a team and allow
    everyone to contribute effectively. Since they
    don't like fiction, they will go to great lengths
    to avoid it. The diplomatic and perceptive skills
    of a Team Worker become real assets, especially
    under a managerial regime where conflicts are
    liable to arise or to be artificially suppressed.
    Team- Worker managers are seen as a threat to no
    one and therefore can be elected as the most
    accepted and favoured people to serve under. Team
    Workers have a lubricating effect on teams.
    Morale is better and people seem to co-operate
    better when they are around.

Team Worker
  • Strengths
  • Ability to respond to people and situations and
    to promote team spirit.
  • Allowable Weaknesses
  • Indecision at moments of crisis and some failure
    to provide a clear lead to others.

  • Characteristics
  • Painstaking, orderly, conscientious, anxious.
  • Completers, or Completer-Finishers, have a great
    capacity for follow-through and attention to
    detail, and seldom start what they cannot finish.
    They are motivated by internal anxiety, although
    outwardly they may appear unruffled. Typically
    they are introverts who don't need much external
    stimulus or incentive. Completer-Finishers
    dislike carelessness and are intolerant of those
    with a casual disposition. Reluctant to delegate,
    they prefer to tackle all tasks themselves.

  • Function
  • Completer-Finishers are invaluable where tasks
    demand close concentration and a high degree of
    accuracy. They foster a sense of urgency within a
    team and are good at meeting schedules. In
    management they excel by the high standards to
    which they aspire, and by their concern for
    precision, attention to detail and
  • Strengths
  • A capacity for fulfilling their promises and
    working to the highest standards.
  • Allowable Weaknesses
  • A tendency to worry about small things, a
    reluctance to 'let go'.

  • Characteristics
  • Professional, self-starting, dedicated.
  • Specialists are dedicated individuals who pride
    themselves on acquiring technical skills and
    specialised knowledge. Their priorities are to
    maintain professional standards and advance their
    own subject. While they show great pride in their
    own work they usually lack interest in other
    people's work and even in other people
    themselves. Eventually, the Specialist becomes
    the expert by sheer commitment along a narrow
    front. Few possess the single-mindedness,
    dedication and aptitude to become a firstclass

  • Function
  • Specialists play an indispensable part in some
    teams, for they provide the rare skill upon which
    the organisation's service or product is based.
    As managers, they command support because they
    know more about their subject than anyone else
    and can usually be called upon to make decisions
    based on in-depth experience.
  • Strengths
  • Provide knowledge or technical skills in rare
  • Allowable Weaknesses
  • Contribute only on a narrow front.

Decide Who you would like it to be
  • There are implicit ground rules in every social
    situation for example about how polite you
    should be, whether it is OK to swear, whether
    personal questions can be asked, and so on. In a
    new team these ground rules are very fluid at the
    start - people will bring with them all sorts of
    assumptions about how things should be. It can be
    helpful to set up the ground rules that you want,
    and that will make your group pleasant to be in
    and to work effectively. The following examples
    illustrate the kinds of ground rules you might
    want to operate

Decide how you would like it to be
  • Sexist and racist remarks are not acceptable.
  • Decisions should be made democratically - in the
    absence of a clear consensus there should be a
  • Aggressive and dominating behaviour is not
  • All members should turn up to all meetings unless
    it has been agreed beforehand or unless there are
    unavoidable circumstances such as illness.
  • Meetings will start five minutes after the agreed
    start time and everyone should be there by then.
  • Work should be shared around fairly and be seen
    to be shared fairly.

Decide how you would like it to be
  • Tasks which individuals agree to undertake should
    be completed to the agreed deadline. If it looks
    as though there will be a problem meeting a
    deadline the individual concerned will seek help
    from other members of the team in time to avoid a
  • Members should try to encourage contributions
    from everyone - to discussions and to decisions
    -and to accept the value of all contributions.
  • Roles such as chair of a meeting and note-taker
    should be clearly allocated and should rotate
    round the team so that responsibilities and
    leadership are shared.
  • Each person has the right to point out when these
    rules are being broken.

Decide how you would like it to be
  • Draw up your own list of ground rules and copy it
    out so that everyone has a copy. Every so often
    go back to your list and see if you are keeping
    to it or if you need new or different ground
    rules to make your team work well
  • Discuss how it is going
  • All teams have problems and it isn't always easy
    to discuss them and sort them out. But if you
    don't tackle them they won't go away. The
    checklist below can help you to raise and discuss
    issues in your team. Go through it on your own,
    first, ticking the items which describe what is
    happening in your team and add one observation of
    your own. Then sit down with the others in your
    team and see if you have ticked the same things.
    Once you have accepted that you have some
    problems it is easier to discuss what to do about

Decide how you would like it to be
  • We don't listen to each other
  • We keep repeating arguments instead of moving on.
  • We constantly interrupt each other
  • We just push our own views instead of developing
    and encouraging others' ideas
  • We allow dominant members to dominate
  • Some of us don't contribute
  • We don't compromise enough
  • We concentrate on making impressions rather than
    on getting the jobs done
  • We don't have clear tasks or objectives
  • We are not clear about what has been decided
  • We don't make it clear who is to take action on
  • We put each other down
  • We don't recognise that others have feelings
    about what is happening in the team

Control Loop
Steps in Planning a Project
  • Define the TASKS
  • What are they?
  • How long should each take?
  • What order do they have to be done in?
  • Draw the Plan e.g. Gantt Chart
  • Resource the Plan
  • Define who/what is to be used
  • Allocate to appropriate Task(s)
  • Remove any overloads

What Are Tasks?
  • How do we decide how to divide a project into
  • Some points are worthy of note. The first is
    that a task must have a deliverable, that is,
    at the end of the task there is a defined,
    observable change which is a required outcome.
    E.g. The fence is now painted.
  • As well as having a deliverable, a task should
    have a single, well-defined operation to achieve
    the outcome.

  • How long should a task take?
  • This depends on the nature of the project a
    project can span a number of days to a number of

  • One reason is to ensure that the work is done in
    a sensible sequence (e.g. we build the walls
    before putting on the roof), and a second is we
    need to control the project by measuring progress
    at suitable points and taking corrective action
    if needed.

How often should we measure progress?
  • If we said weekly and our project comprises tasks
    which take a few hours each and the whole project
    lasts a week, then we may only have one
    opportunity to take corrective action if things
    are going wrong! There is obviously at relation
    between the length of the project and the
    interval for measuring progress.

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Practical Exercise
  • Your Team is to organise a visit to HMS Tyneside
    on the River Tyne by a group of Boy Scouts from
    Bristol on Saturday January 8th 2005
  • Draw up a list of tasks required to prepare for
    the visit
  • Estimate how long each task will take
  • Draw a plan (Gantt Chart)
  • Allocate resources to tasks
  • Question. When do you have to start to finish by
    January 8th?

Practical Exercise - How?
  • Work in your team
  • Decide key roles for your team members
  • Produce your Day Out plan via a list of tasks
    and a Gantt Chart for next week

Worth noting
  • You have to use the plan (and modify it) to
    control the project
  • You can use project management in a team
  • BUT you can also use it to control your own
    individual work

  • A Key Project Planning Technique
  • Effective Scheduling Requires
  • An Unambiguous definition of requirements
  • A careful breakdown of work
  • Coherent and consistent list of tasks which shows
    when activities will start and end
  • Careful monitoring of progress against the

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  • At it is simplest, a list of the activities
    needed to ensure the project hits all its targets

  • Products created by the project
  • Something tangible
  • Interview Notes
  • New web interface
  • Completed chapter
  • Test data

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  • Looked at the Planning of Schedules
  • Examined the relevance of choosing Tasks
  • Identification of Deliverables
  • Understand how Gantt Charts are used to control
    the project
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