Multi Projects Inc. Case Study

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Human Resource management becomes the responsibility of the PMO because it is a natural partner with project management and project portfolio management. Resource constraints affect both project work and operational work, the normal day-to-day work of the business. Accordingly, resource management processes should track the operational work (the day-to-day activities) in addition to project-specific work being done by the business in order to paint a complete picture of the total capacity or work an organization can truly deliver.

Once the establishment of the PMO has been finalized and it is operational the PMO will eliminate some of the problems identified by designing mechanisms in the true needs of the organinsation. This could be conducted by means of steering meetings and through meetings with project managers perhaps working as a “Community of Practice” in this way and by addressing the real needs of the organization, the Project Management Office must be perceived as delivering a meaningful value.

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Team building and development.

Team building are activities designed to improve inter-personal relationships and increase team cohesiveness. It is also important to encourage information communication and activities because of their role in building trust and establishing good working relationships. (PMBOK ®). In order to solve team issues in the organization a team building strategy needs to be adopted, there are certain phases of team development that may assist Multi Projects Inc. team issues, in the project management office mentioned earlier the project team will have to undergo certain group development phases developed by Bruce Tuckerman in 1965 tabled below.

Stage

Description

Forming

The team comes together, starts to understand the goals and boundaries, initiates the tasks, but each individual is still working somewhat independently. Managers need to be directive at this stage in order to steer the team toward the goal.

Storming

Ideas and approaches start to be exchanged about how the work can be accomplished, and this can result in conflict. This phase is critical for the growth of the team, and results in individuals learning ways to work together. Managers still need to be directive at this stage, and also accessible to ensure that conflict is resolved and the team is starting to move forward toward the goal.

Norming

The team starts to feel a sense of achievement, rules of operation (either formal or informal) are working, and trust begins to form. Managers start to be participative, and need to be available to provide guidance as the team continues to grow together.

Performing

The team is now maturing and often high performing. Work is accomplished, team members know how to work together, and even though conflict takes place it is managed and navigated with skill and can enhance productivity. The team requires very little supervision at this point and can largely make its own decisions.

Fig 1.1

It is the project manager’s duty to guide the above development process.

To manage and develop the team more efficiently by applying the below techniques:

- Team building techniques

“Bringing a number of people together to perform a task does not necessarily mean they will work together effectively as a team even if they have all the necessary complementary skills, a balance of personalities and share a common goal. To be successful a team also needs effective leadership from the project manager to give them direction, and also effective team building to enable them to work together as a team.”

The most effective team building involves combining a lot of different tools and techniques.

- Kick off meetings

A new project must be initiated so that the purpose of the project, roles and responsibilities and how the project fits into the organization’s overall goals can be understood. This technique can be used in all types of teams, but in a matrix project team that has come together with staff from multiple different sources it is especially important as the team has no established context for the project.

- Team agreements

Teams that know how to work together are more likely to be effective and efficient. Establishing agreements can assist in this process. Collaboratively establishing ground rules for how a team will operate will provide the team with clarity and will ease communication over issues such as boundaries, responsibilities, and team member behavior. Functional teams already have this established through the use of departmental policies and procedures. However for newly formed matrix project teams that do not have rules of operation established as part of their formal organization structure, team agreements is a necessary aspect of building an effective team.

- Delivery process definition

Understanding how the work is to be accomplished makes it easier for a team to work together. Given that the nature of each project may be different, matrix project teams typically do not have initial stated rules for delivering the work. Clearly defining and establishing a process that is understood by all the players in the newly formed team is critical for the success of the project.

- Conflict management.

An experienced project manager will know that conflict happens on any team and will take the initiative to establish a clear process for managing it. This provides clarity to the team in the event that conflict does occur. A newly created matrix project team will find this especially helpful as the team is not used to working together and will need to navigate this as part of the process of maturing as a team. This will also help the team move more quickly through the ‘storming’ phase of group development.

- Team building events

In matrix environments, the development of loyalty and trust is critical to the stability and effectiveness of the matrix structure. This allows people to find ways to work