BUS402: Unit 3 Discussion Questions

Consider responding to the following questions by posting your response on the course discussion board for BUS402. You may also respond to other students’ posts.

  1. What characteristics should an effective project team have?
  2. As a project manager, what challenges may you experience when you manage your team?
  3. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
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1A; Project integration techniques, time management, risk management, technical expertise etc.

2A: As a project manager, I experienced many challenges mostly time and resources point of view. At the time of project initiation we proposed project completion time but difficult to achieve due to environmental condition and some times social conditions. I mange the situation by past experience and resource management.

3A: It purely depends on severity of conflict and between individual / team. Most of the times I used to avoid .

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  1. What characteristics should an effective project team have?

For a project team to be effective, they need to have the following characteristics;

i). They need to be accountable for achieving specific common goals.
ii). They need to function interdependently.
iii). They need to stable.
iv). They have authority.
v). They operate in a social context.

2.As a project manager, what challenges may you experience when you manage your team?

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1A; Project integration techniques, time management, risk management, technical expertise etc.

2A: As a project manager, I experienced many challenges mostly time and resources point of view. At the time of project initiation we proposed project completion time but difficult to achieve due to environmental condition and some times social conditions. I mange the situation by past experience and resource management.

3A: It purely depends on severity of conflict and between individual / team. Most of the times I used to avoid .

1 Like

What characteristics should an effective project team have?

i. First, a team as a whole should must clear common SMgART objecives. Every member in the team should be aware of common goal, their business impact. The goal, the challenge these are what shall combine people in the team.
ii. In the second place, the leadership shall be qualified to drive the team to hit the goals.
The leadership must encourage people, support the trust, eliminate barriers allocating the right people and resources at the right time at the right place. It also incorporates the problem solving, team building etc.

iii. Third, the team must be intellegent having the appropriate level of hard and soft skills to achieve the team goal. In other word, there should be a high level of the Emotional Intellect (EQ) shown by every single team member and expertise in the subject matter. Despite the individual EQ the team shall show a high degree of common EQ - morale and accountability as a whole.
iv. Forth, the team should leverage the correct processes, continuously improving them (CPI) and support an open-minded culture so that every team member may contribute to enhance the processes, services and products.
iii. Finally, there shall be a stratigic leadership as well which could define future strategic direction of the teams, observe external opportunities and threats, deal with weak and strong facets of the team.

iii. As a project manager, what challenges may you experience when you manage your team?
Let me skip this question.

  1. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
    i. First, sometimes it makes sence not to mitigate the conflict of the interests and let the things go faster so that the conflict manager might understand the real motives of opponents. After the getting sufficient information for further decision, manager shall elaborate an action plan. Thls strategy is called, Observe Orient Deside Act (OODA).
    ii. Second, the team and manager must follow a golden rule – no conflicts shoul be proccessed in public. Conflicts and low emotional degree between a few people may cause the decreasing degree of morale for the entire team or even for the entire organization.
    iii. As any issue and problem, the conflicts could be managed by involving a third-party unbiased facilitator in case if the opponents cannot reach a trade-off.
    iv. Conflicts between opponents could be escalated to the higher level of the hierarchy within an organization. But definitely this non-recommended approach since it is better to enhace your negotiation skills rather than to deteriorate your relationships with colleges.
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  1. What characteristics should an effective project team have?
    An effective project team should include people who are able to work well with one another and can be held accountable for achieving specific common goals. It is important for the Project Manager to be aware of the both the emotional intelligence of the members they choose to be a part of the team but also their personality styles, as they relate to the Myers Briggs Personality Assessment so that the mix will work well together, enhancing one another. When working on a team, there must be a level of communication and trust among its members. Members must be able to trust each other to do their part to see that the goals of the project will be met on time and within budget.
    Other characteristics team members should have would be a mixture of skills or expertise in order to work together and enhance the team. These skills can be a mixture of technical, decision making and interpersonal skills. They must also be able to see the big picture of the project, so they will be able to manage the resources, anticipate the stakeholders reactions to events and to be able to identify links with relevant activities and anticipate unexpected events. Team Members must also be able to come to an agreement and understanding of the process, content and control of the project.
    It is important for the team to avoid behaviors that inhibit team performance or individual performance. Being too passive aggressive or pulling rank on one another will block work from progressing and decrease trust among team members. If team members have competing interests or must compete over resources, this too will cause conflict among the team. Conflict can reduce team cohesion and create distractions that require time and effort that could be used to complete project goals. Communication then suffers when team members start to withdraw and tensions rise team satisfaction lowers.
  2. As a project manager, what challenges may you experience when you manage your team?
    Project Managers will be met by many challenges when managing their team. It is important to be aware of the different personality styles of your team members so that you are able to know how they will best work with one another. Whenever there is a team of people working toward a goal there will be conflict and having a plan for how you will tackle conflict resolution is important.
    Some of the challenges a Project Manager may face are interpersonal conflicts among team members. There may be conflicting interests among team members vying for resources and staffing allocations. A Project Manager must be able to handle these conflicts with tact and fairness but still meet the project goals on time and within scope and budget. All while juggling unseen issues like when there is a death of a family member of a team member crucial to a particular part of the project plan.
  3. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
    Having a plan for how you will deal with conflict from the beginning is the first step to helping manage conflicts. Being aware of the various ways to handle conflict resolution is also important. valuating the situation, developing common understanding of it, developing alternative solutions and selecting a mutually acceptable solution is important when dealing with conflict. There will be times that it will be helpful to realize that you may have to give up something in order to meet the needs of someone else you are in conflict with in order to make an agreeable solution to both parties. Having good negotiation skills as well as being able to see both sides of the coin will assist you in resolving other conflicts.
    Project Managers must have active listening skills in order to fully understand the point of view of the parties that they are in conflict with and being able to restate the issue back to them. Clarifying roles, good communication and seeing the whole picture from the start of a project also helps to eliminate some conflict. When the team is aware of their roles and how they fit within the greater project, they will less likely have issues with one another feeling they are not doing their part.
    Lastly, it is important to also include the client early on when conflict arises so that they will feel a part of the solution and will gain trust in the Project Manager to include them if any further issues will arise. Gaining trust among your team members as well as with the project client from the start will also help to solve conflict when they all feel they are being heard and that their opinions are being considered.
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What characteristics should an effective project team have?

i. First, a team as a whole should must clear common SMgART objecives. Every member in the team should be aware of common goal, their business impact. The goal, the challenge these are what shall combine people in the team.
ii. In the second place, the leadership shall be qualified to drive the team to hit the goals.
The leadership must encourage people, support the trust, eliminate barriers allocating the right people and resources at the right time at the right place. It also incorporates the problem solving, team building etc.

iii. Third, the team must be intellegent having the appropriate level of hard and soft skills to achieve the team goal. In other word, there should be a high level of the Emotional Intellect (EQ) shown by every single team member and expertise in the subject matter. Despite the individual EQ the team shall show a high degree of common EQ - morale and accountability as a whole.
iv. Forth, the team should leverage the correct processes, continuously improving them (CPI) and support an open-minded culture so that every team member may contribute to enhance the processes, services and products.
iii. Finally, there shall be a stratigic leadership as well which could define future strategic direction of the teams, observe external opportunities and threats, deal with weak and strong facets of the team.

iii. As a project manager, what challenges may you experience when you manage your team?
Let me skip this question.

When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
i. First, sometimes it makes sence not to mitigate the conflict of the interests and let the things go faster so that the conflict manager might understand the real motives of opponents. After the getting sufficient information for further decision, manager shall elaborate an action plan. Thls strategy is called, Observe Orient Deside Act (OODA).
ii. Second, the team and manager must follow a golden rule – no conflicts shoul be proccessed in public. Conflicts and low emotional degree between a few people may cause the decreasing degree of morale for the entire team or even for the entire organization.
iii. As any issue and problem, the conflicts could be managed by involving a third-party unbiased facilitator in case if the opponents cannot reach a trade-off.
iv. Conflicts between opponents could be escalated to the higher level of the hierarchy within an organization. But definitely this non-recommended approach since it is better to enhace your negotiation skills rather than to deteriorate your relationships with colleges

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  1. Characteristics of an effective project team are ; a) Effective Communication b) Organizational structure c) good conflict management
  2. When conflict happens in my project, I will use confrontin approach.
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  1. What characteristics should an effective project team have?

• Effective project team need to work in a social context
• Effective project team needs to have common goals.
• Effective project team needs function interdependently.
• Effective project team needs to be stable.

  1. As a project manager, what challenges may you experience when you manage your team?
    • Conflict among the team
    • Political influence
    • Lack of commitment from team members
    • Incompetent team members
  2. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
    • Mediating approach
    • Distributive approach
    • Integrative approach
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To the 3rd question, I believe mediating seems to be the better approach because every member of the team must always see the bigger picture,that is, project completion from every effort they put into doing their jobs

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1.Characteristics of effective project teams have the following
-Accountable for achieving specific common goals
-function interdependently
-stable
-have authority
-operate in a social context
2.challenges when you manage your team
-conflicting interests
-incompatible work styles
-competition over resources
-failure to follow norms
-poor communication
-performance deficiency
3.The five strategies
-confronting
-forcing
-compromising
-accommodation
-avoiding

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  1. What characteristics should an effective team have?
    Answer:Technical expertise, good time management, project integration techniques, risk management skills
    2.what problems will a project manager encounter when managing the team?
    Answer: conflict is bound to arise when managing the team. The team has to undergo 4 phases of maturation. Forming, storming, morning and performing. The project manager must possess skills to handle this stages.

  2. I have no experience but from what I’ve learnt so far a project manager should be able to handle conflict in ways that it is constructive. There are several approaches which includes integrative, distributive and mediating approach

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Q1. What characteristics should an effective team have?
A1. An effective team should have the following characteristics:

  1. Clear goals, direction and Transformational leadership.
  2. Must understand their roles and have the technical skills to accomplish tasks.
  3. Great interpersonal relationship skills, such that they relate with each other peacefully.
  4. Must use clear or unambiguous methods as well as the operating procedure in accomplishing tasks.
  5. They must be committed to the whole project.
  6. Their skills must be complementary and not competitive.

Q2. What problems will a project manager (PM) encounter when managing a team?
A1. The problems include:

  1. Divided loyalty especially when team members are also members of other projects teams other than your own.
  2. If a PM has not communicated effectively the goals of the project, it can cause problems for him. There can be a disunity in purpose.
  3. Problem of suspicion and distrust especially in the forming and storming stages of developing the team.
  4. Conflict rising from having two or more members with the same skill set rubbishing the idea(s) of each other.
  5. Another big issue is the confederal arrangement of a team, such that a team member can easily opt out since it is a temporary arrangement.

Q3. When conflicts emerge in a project, what strategies would be helpful for you to manage your team?
A1. According to various scholars in the provided materials, there are different strategies to managing a conflict:
1.1. Some believe in using the Smoothing Approach ie. Reducing the intensity of the differences between discordants; the Yielding Approach ie making the discordants give in to the issue in contention; or the Avoiding Approach where the warring parties ignore all but the most contentious disagreement.
1.2. But for Rahim and Bonoma as is in the provided materials, there are 5 ways in which a PM can manage such conflicts including “Avoiding” as is above (A1.1). The other 4 are: Confronting the issue and stamping it out; Compromising with the parties to achieve a win-win situation; Accommodating each party’s view to achieve a uniform agreement; or Forcing/Dominating the parties which is capable of resulting in a win-lose situation. This last method is not normally recommended.

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  1. An effective project team should have clearly defined goals and roles, open and timely communication techniques, be able to manage conflicts effectively and should also have a clear and positive atmosphere in order to allow a balanced and equal participation.

  2. In managing a team, one may face various challenges and most commonly; time and Resource management, hiring the right employees, confronting an employee performance problem or firing an employee for low performance etc and establishing effective communication channels.

  3. Conflicts are inevitable. Where two or more individuals collaborate or work together, conflicts may arise due to different reasons. The most common strategies I would use in conflict resolution would be avoiding, forcing and accommodation.

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Q1. What characteristics should an effective project team have?
A1: An effective project team should have the following characteristics:

  1. They need to be accountable for achieving specific common goals;
  2. They should function interdependently;
  3. They need to stable;
  4. They should have authority;
  5. They should operate in a social context.

Q2. As a project manager, what challenges may you experience when you manage your team?
A2:

  • Conflict among the team
  • Political influence
  • Lack of commitment from team members
  • Incompetent team members
  • Performance deficiency

Q3. 1. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
A3: The conflict can be of 3 types:

  1. Substantive conflicts deal with aspects of performance or tasks and often relate specifically to the project or goals of a team or organization.
  2. Affective conflicts, also known as personal conflicts, revolve around personal disagreements or dislikes between individuals in a team.
  3. Organizational conflict may be intra-organizational, meaning it takes place across departments or within teams, or it may be inter-organizational, meaning it arises from disagreements between two or more organizations.
    There are main strategies to eliminate project conflicts:
  4. There are three main approaches to conflict resolution: integrative, distributive, and mediating.
  1. Integrative approaches focus on the issue to be solved and aim to find a resolution that meets everyone’s needs. Success with this tactic requires the exchange of information, openness to alternatives, and a willingness to consider what is best for the group as a whole rather than for any particular individual.
  2. Distributive approaches find ways to divide a fixed number of positive outcomes or resources in which one side comes out ahead of the other. Since team members have repeated interactions with each other and are committed to shared goals, the expectation of reciprocity can make this solution acceptable since those who don’t get their way today may end up “winning” tomorrow.
  3. Mediating approaches bring in a third party to facilitate a non-confrontational, non-adversarial discussion with the goal of helping the team reach a consensus about how to resolve the conflict. A mediator from outside the team brings no emotional ties or preconceived ideas to the conflict and therefore can help the team identify a broader set of solutions that would be satisfactory to all.
  1. There are three main conflict-management tactics: smoothing, yielding, and avoiding:
  1. The smoothing approach attempts to minimize the differences among the people who are in conflict with each other. This strategy often focuses on reducing the emotional charge and intensity of how the people speak to each other by emphasizing their shared goals and commitments.
  2. The yielding approach describes the choice some team members make to simply give in when others disagree with them rather than engage in conflict. This is more common when the stakes are perceived to be small or when the team member’s emotional ties to the issue at hand are not particularly strong.
  3. In the avoiding approach, teams members may choose to simply ignore all but the most contentious disagreements. While this can have short-term benefits and may be the best option when the team is under time pressure, it is the approach least likely to produce a sense of harmony among the team.
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What characteristics should an effective project team have?

An effective project team has clear communication skills, time management, risk management, conflict resolution, people skills, and a common goal to create the vision into reality.

As a project manager, what challenges may you experience when you manage your team?

Some of the challenges I have experience are lack of understanding or communication from others.

Some people accept jobs without having a clear understanding as to what the client’s desires are.

Disagreement between technical teams, and designers are subject to be an issue.

When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?

• Mediating approach
• Distributive approach
• Integrative approach

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1-the team must know well the tasks which are assigned to him and must be responsible for its mission, to ensure the good functioning it is necessary to communicate, follow and evaluate the rate of work and the effectiveness of the team in matters of competence.
2-challenges that I can meet when I manage my team is conflicts, unexpected problems.
3-disagreements are adopted by considering different conflict sources.

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What characteristics should an effective project team have?

i. First, a team as a whole should must clear common SMgART objecives. Every member in the team should be aware of common goal, their business impact. The goal, the challenge these are what shall combine people in the team.
ii. In the second place, the leadership shall be qualified to drive the team to hit the goals.
The leadership must encourage people, support the trust, eliminate barriers allocating the right people and resources at the right time at the right place. It also incorporates the problem solving, team building etc.

iii. Third, the team must be intellegent having the appropriate level of hard and soft skills to achieve the team goal. In other word, there should be a high level of the Emotional Intellect (EQ) shown by every single team member and expertise in the subject matter. Despite the individual EQ the team shall show a high degree of common EQ - morale and accountability as a whole.
iv. Forth, the team should leverage the correct processes, continuously improving them (CPI) and support an open-minded culture so that every team member may contribute to enhance the processes, services and products.
iii. Finally, there shall be a stratigic leadership as well which could define future strategic direction of the teams, observe external opportunities and threats, deal with weak and strong facets of the team.

iii. As a project manager, what challenges may you experience when you manage your team?
Let me skip this question.

When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?
i. First, sometimes it makes sence not to mitigate the conflict of the interests and let the things go faster so that the conflict manager might understand the real motives of opponents. After the getting sufficient information for further decision, manager shall elaborate an action plan. Thls strategy is called, Observe Orient Deside Act (OODA).
ii. Second, the team and manager must follow a golden rule – no conflicts shoul be proccessed in public. Conflicts and low emotional degree between a few people may cause the decreasing degree of morale for the entire team or even for the entire organization.
iii. As any issue and problem, the conflicts could be managed by involving a third-party unbiased facilitator in case if the opponents cannot reach a trade-off.
iv. Conflicts between opponents could be escalated to the higher level of the hierarchy within an organization. But definitely this non-recommended approach since it is better to enhace your negotiation skills rather than to deteriorate your relationships with colleges

2 Likes

1.Trust should be among the team members.
They should be independent.
They should give accountability.
They should be self driven ie minimum supervision.
Effective communication policies.
2.conflicts between team members.
Unbalanced project movement towards the objectives.
Division of team members might happen

3.Distributive strategy
Meditation strategy

2 Likes
  1. What characteristics should an effective project team have?

Answer: The following are the characteristics of effective project team:

  • Members depend on each other. When team members rely on each other to get the job done, team productivity and efficiency are high.
  • Members trust one another. Teamwork is more effective when members trust each other.
  • Members work better together than individually. When team members perform better as a group than alone, collective performance exceeds individual performance.
  • Members become boosters. When each member is encouraged by other team members to do his or her best, collective results improve.
  • Team members enjoy being on the team. The more that team members derive satisfaction from being on the team, the more committed they become.
  • Leadership rotates. Teams function effectively when leadership responsibility is shared over time.
  1. As a project manager, what challenges may you experience when you manage your team?

Answer: The main challenges faced at various stages and are resolved accordingly:

  • Undeveloped team – This is the stage at which people have been assembled to form a project team but have not yet given much thought about how they might work together. At this stage the project manager needs to be able to get team members to share any concerns and problems that they might have regarding the project. They can begin to develop team cohesion by explicitly identifying the strengths (and weaknesses) of the team.
  • Experimenting team – The main characteristic of this second stage is that the team makes a conscious effort to review the way in which it works in order to improve performance. The team begins to face problems more openly and consider options more widely. More listening takes place and a broader range of contributions is considered. At this stage the project manager needs to encourage team member openness and debate about ways of working, by inviting feedback on performance and process issues.
  • Consolidating team – In the third stage the team creates clearer and more methodical ways of working. Attention is given to matters such as clarifying the purpose of tasks and activities, deciding what will need to be done and how, and reviewing progress. At this stage the project manager needs to get the team to agree procedures and methods of working, and to facilitate performance reviews as a means of identifying ways of improving team methods.
  • Mature team – In the fourth stage the team becomes confident and outward looking, able and willing to take into consideration the wider aspects and implications of what it is doing. At this stage, while the project manager can in general allow the team the autonomy necessary to complete its allotted tasks, they must support any requirements to link up with other teams and units and they must encourage external evaluation of the team’s performance.
  1. When conflicts occur in your project, what strategies would be helpful for you to manage project conflicts?

Answer: The conflict arising in the project may be managed by following methods:

The smoothing approach attempts to minimize the differences among the people who are in conflict with each other. This strategy often focuses on reducing the emotional charge and intensity of how the people speak to each other by emphasizing their shared goals and commitments.

The yielding approach describes the choice some team members make to simply give in when others disagree with them rather than engage in conflict. This is more common when the stakes are perceived to be small or when the team member’s emotional ties to the issue at hand are not particularly strong.

In the avoiding approach, teams members may choose to simply ignore all but the most contentious disagreements. While this can have short-term benefits and may be the best option when the team is under time pressure, it is the approach least likely to produce a sense of harmony among the team.

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