Project team management

Project team management applicable to health service project

1. Sirjana Tiwari MPH 3 rd Semester Pokhara University Project Team Management 1

2. Project Stakeholders The project investor The project manager The project team Current and proposed long-term care facility residents Support staff Project suppliers healthcare providers be regulators 2

3. The project sponsor The project sponsor might be the divisional director of operations. The Operations Division would be the organizational unit funding the renovation to the long-term care facility and could be on a very tight budget. The project sponsor would have to make important decisions to keep the costs of the project within the budget approved by the CEO and CFO. As a result, the sponsor would expect the contractor to provide accurate estimates of the costs involved in renovating the wing. The sponsor would also need a realistic idea of when the remodeled wing will be ready for occupancy so the organization could begin marketing its availability, hiring staff if required, and ordering, required furniture and equipment. Current residents of the wing would need to be either temporarily or permanently relocated. 3

4. Project Manager The project manager will lead , motivate and inspire the project team to achieve the objectives of the project. This is done by setting clear objectives for each team leader/ member and recognizing achievement when each objectives has been accomplished. Key competencies /Skills of project manager are: Project planning Resource management Financial management Quality management Change management 4

5. Health care Project Team Member Project Manager Designer Administrator Quality officer HMIS officer Planner Physician, Nurse, Therapist, Technician and other medical and paramedical MR Accountant Legal counsellor Operating staff 5

6. Project Team Management 6

7. Creating the solution Executing a plan Building a team Managing the crisis mentoring How to Manage a Project Team Provide the basic Help them Succeed Make things Fun Vision of the project and their role Common tool set Road map Team roster Team building Activities Where we are going? How are we getting there? Who is going with us Better collaboration New ideas More engagement Feel valued Take more ownership Result = Better Team Better product Better project 7

8. 8 competencies for effective team management Leadership Achievement Development Transition Resolution Communication Engagement Delegation 8

9. Project Activity Group process Stage 1: Forming Orientation to project Testing and dependence Stage 2: Storming Emotional response to the demands of the project Intra group Conflict Stage 3: Norming Open exchange of relevant information Development of group cohesion Stage 4: Performing Emergence of a solution Functional roles emergence Stage 5 : Adjourning Dissolution of the group Fig: 5 stages of Team Development 9

10. Building High performance Project Team Recruit Team Member Conduct Project meeting .Establish team identity. Create a shared vision build a reward system. Manage decision making. Manage conflict Rejuvenate the project team Superior Performance 10

11. Building a Team Clear objectives and agreed goals, Openness and confrontation Support and trust Cooperation and conflicts Sound procedure Appropriate leadership Regular review Individual development Sound inter group relations Woodcock building block of effective teams( 1986) 11

12. Approaches to Team Building Goal setting approach The inter-Personal approach The managerial grid model Role model 12

13. Team building include following factors Project Team Building 13

14. Team meeting follow up Review of performance data Reinforcement Problem solving Planning action communication 14

15. Improving team efficiency Influence the evolution of effective norms Improve the efficiency of the team Ensure high skill levels Ensure that pay, promotions and recognition are related to team performance Provide intrinsic rewards 15

16. Barrier to project Team Development 16

17. Virtual project Team A team made up of people who are not co-located and/or have different working hours and/or work across multiple teams simultaneously. ( Kerzner and Kerzner , 2017) 17

18. Characteristics of virtual Team Characteristics Traditional Team Virtual Team Membership Team members are all from the same company Team members may be multinational and all from different companies and countries. Proximity Team members work in close proximity with each other Team member may never meet face to face Methodology usage one approach exists, perhaps an enterprise project management methodology Each unit can have their own methodology Methodology structure One approach, which is based upon either policies and procedure or forms guidelines, templates and checklists Each units methodology can have its own structure Trust Authority Very little trust may exist leadership may focus on authority Trust is essential. Leadership may focus on influence power. 18

19. Type of virtual teams Type Description Network Team membership is diffuse and fluid: members come and go as needed. Team lacks clear boundaries within the organization Parallel Team has clear boundaries and distinct membership. Team works in the short term to develop recommendation for an improvement in a process or system. Project or product development Team has fluid membership, clear boundaries and a defined customer base, technical requirement and output. Longer term team task is non routine, and the team has decision making authority. Work or productions Team as distinct membership and clear boundaries. Members perform regular and outgoing work, usually in one functional area Service management Team has distinct membership and supports ongoing customer network activity. Team has distinct membership and works on a regular basis to lead corporate activities. Action Team deals with immediate action, usually in an emergency situation. Membership may be fluid or distinct. 19

20. The Challenges of Working in Virtual Teams  Language and cultural differences Coordination Culture and technology 20

21. Managing virtual team Synchronous and asynchronous communications and meetings Realistic disciplines and guidelines for electronic communication, including e-mails, Web meetings and document management Codes of conduct: behavioral norms, like the turnaround for requests, schedule compliance, availability for synchronous ad-hoc communication, and so forth Managing interpersonal issues in the virtual environment Regular status reporting as a means for keeping the project visible Virtual kickoff sessions Tool requirements Managing across time zones.( Kerzner and Kerzner , 2017) 21

22. Past question Key issues related to Staff acquisition in health development project. What do you mean by team in project? Describe the different type of team according to their objectives with suitable example. 22

23. Reference KERZNER, H. & KERZNER, H. R. 2017. Project management: a systems approach to planning, scheduling, and controlling , John Wiley & Sons. BURKE, R. 2013. Project management: planning and control techniques. New Jersey, USA . LARSON, E. W. & GRAY, C. F. 2011. Project management: The managerial process. Maidenhead: McGraw-Hill . SCHWALBE, K. & FURLONG, D. 2013. An introduction to healthcare project management. Available in: http://kathyschwalbe. files. wordpress . com/2013/01/healthcare-pm . WESTLAND, J. 2007. The Project Management Life Cycle: A Complete Step-By-Step Methodology for Initiating, Planning, Executing & Closing a Project Successf , Kogan Page Publishers. https://www.pmi.org/learning/library/managing-virtual-teams-high-performance-7310 23