DTU ProjectLab - User contributions [en-gb]

Lencioni’s pyramid of team dysfunctions

2018-02-26T16:21:30Z

S171379: /* Importance of the personnel factor */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently. If a team shows signs of this dysfunction the members will focus more on their own personal goals rather than those of the group.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott <ref name = pinto> Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 </ref> the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau <ref name =Belout> </ref> , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T16:20:18Z

S171379: /* Importance of the personnel factor */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently. If a team shows signs of this dysfunction the members will focus more on their own personal goals rather than those of the group.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott <ref name = pinto> Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 </ref> the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T16:12:05Z

S171379: /* Importance of the personnel factor */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently. If a team shows signs of this dysfunction the members will focus more on their own personal goals rather than those of the group.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success. It is therefore possible that although the findings of Pinto and Prescott insinuate that the personnel factor is marginal for project success, that this does not include project management success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T16:01:09Z

S171379: /* Inattention to results */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently. If a team shows signs of this dysfunction the members will focus more on their own personal goals rather than those of the group.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:58:40Z

S171379: /* Managing team */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Being a project manager is a continuous process, and the human resource management is not over once the team is in place. Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:52:00Z

S171379: /* Developing team */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

In this stage Lencioni's five dysfunctions can be analysed and overcome, but this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:50:35Z

S171379: /* The big idea - Human resource management */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage, the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.

It is here Lencioni's five dysfunctions can be analysed and overcome, and this will be further assessed in the following section. Another model for team development is Tuckman's ladder. In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''. The stages of Tuckman's ladder is described below.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:22:20Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. Following the success of "five dysfunctions of a team", Lencioni published a sequel called "Overcoming the five dysfunctions of a team" in which he presents potential tools for a manager to improve the team. He provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:09:51Z

S171379: /* Applications */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:08:19Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===<ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team: Absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results. He claims that these dysfunctions need to be overcome in order to become a functional team, illustrating it with a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid shows that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T15:01:10Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown the figure to the right. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:59:11Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

As mentioned above, managing the team is a big part of being a project manager. Especially the two last stages of human resource management revolve around this topic, and knowing what makes a team work optimally can be very helpful. In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:53:46Z

S171379: /* The big idea - Human resource management */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===The stages of human resource management===

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:52:47Z

S171379: /* The big idea - Stages of human resource management */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Human resource management==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Articles Spring Term 2018

2018-02-26T14:51:35Z

S171379:

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017, 2017) were not the same as for Spring Term 2018. Please make sure you read the requirements for your own fall/spring term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

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|-
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Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2018 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2018 Wiki Articles
|-
!Group Number
!First Name
!Last Name
!User Name
!Link to Article
|-
|5
|Radoslaw
|Tyczynski
|Radoslaw
|[[Project Schedule development]]
|-
|10
|Ioannis
|Papadantonakis
|Giannis
|[[Work Breakdown Structure]]
|-
|3
|Konstantinos
|Terzakis
|s161563
|[[Programming a project with the CPM]]
|-
|8
|Hoda
|Vazirinasab
|hoda.vn
|[[Agile project management]]
|-
|1
|Jens
|Møller
|JensMoller
|[[Portfolio Risk Management Process]]
|-
|3
|David
|Moya Perrino
|David Moya Perrino
|[[Risk Management in Renewable Energy Projects]]
|-
|3
|Sofie
|Melchior Karlson
|s133606
|[[Belbin's team roles]]
|-
|10
|Jan
|Talas
|jantalas
|[[Roles and responsibilities in project team]]
|-
|13
|Sebastian
|Graff Daugaard
|Daugaard
|[[Dealing with conflict in project management]]
|-
|8
|Nikolaj
|Justsen
|s123742
|[[Vico in digital environment]]
|-
|2
|Mehdi
|Abounnasr
|s176504
|[[Automated project monitoring methods]]
|-
|9
|Briet
|Hjaltalin
|Briet
|[[The Framework of Project Governance]]
|-
|9
|Jonas
|Heiberg Larsen
|JonasHL
|[[Risk Management Overview]]
|-
|13
|Kornpong
|Mahitthiburin
|Akorno
|[[Financial appraisal of project proposals]]
|-
|7
|Gudmundur
|Hermannsson
|gudmundur
|[[Project Scope Management]]
|-
|9
|Ína Salome
|Sturludóttir
|Ina
|[[Project scope statement]]
|-
|11
|Kevinth
|Balasubramaniam
|Kxviinth
|[[Post-Project Review]]
|-
|11
|Davide
|Sartori
|DSartori
|[[Hoshin Kanri]]
|-
|11
|Julia
|Hoesel
|s172365
|[[Design thinking]]
|-
|2
|Baptiste
|Hubert
|BaptisteH
|[[Project Life Cycle in Industrial Engineering]]
|-
|8
|Mint
|Rasmussen
|s133819
|[[Risk Management in Construction Projects]]
|-
|11
|Vincent
|Oriot
|s172793
|[[Project sponsor]]
|-
|11
|Torbjørn
|Aleksandersen
|Taleksandersen
|[[Virtual Team Management]]
|-
|9
|Ragnhildur
|Ragnarsdottir
|Ragnhildur
|[[Brainstorming technique]]
|-
|15
|Anne
|Dittmann
|Anne
|[[Scheduling: Critical path, PERT, Gantt]]
|-
|1
|Julianna
|Apli
|s172414
|[[Ideation tools]]
|-
|9
|Hildur
|Gudmundsdottir
|S172763
|[[Contracting and procurement]]
|-
|1
|Christopher
|Søndergaard
|s140234
|[[Need-Based Theories of Motivation]]
|-
|8
|Casper Geertz
|Christensen
|S136445
|[[SWOT]]
|-
|13
|Demir
|Durovic
|DemirDurovic
|[[Managing multicultural teams]]
|-
|7
|Lorenz
|Sieferle
|s172691
|[[Agile Project Management with SCRUM]]
|-
|12
|Jonas Greaker
|Sjøen
|s173562
|[[Integrated Design Process (IDP)]]
|-
|-
|2
|Seyed (Habib)
|Bahrami
|Habib
|[[Uniqueness of a project]]
|-
|4
|Jonas
|Samuelsen
|Jonas Samuelsen
|[[Risk Register Analysis]]
|-
|7
|Johannes
|Eckert
|Johannes
|[[Waterfall vs. Pull Processes]]
|-
|4
|Tobias
|Andersen
|Tobias
|[[Belbin Team Roles]]
|-
|5
|Oliver Adam Mølskov
|Bech
|Oliver.amb
|[[Data Quality Management]]
|-
|2
|Ugur
|Erman
|Ugur
|[[Why, How, What (The Golden Circle Model)]]
|-
|6
|Nina
|Bernhoft
|Nina
|[[Managing groups for high performance]]
|-
|1
|Julie
|Laursen
|Julie
|[[Meeting strategies]]
|-
|11
|Ole
|Schwiethal
|s172276
|[[Project governance framework]]
|-

|-
|12
|Marianne
|Delp
|Marianne
|[[Choosing by Advantages (CBA)]]
|-
|-
|10
|Nanna
|Basa
|Nanna
|[[Management with DISC profile analysis]]
|-
|-
|4
|Christian
|Pedersen
|S093223
|[[Communication Management Strategy]]
|-

|-
|12
|Lukasz
|Marczuk
|s172569
|[[Cash flow & payment milestones ]]
|-

|-
|6
|Rikke
|Husum
|s170446
|[[Coaching - Project Manager as Change Agent]]
|-

|-
|12
|Simen Michael Dilling
|Hjelseth
|SimenHjelseth
|[[Integrated Concurrent Engineering]]
|-

|-
|4
|Katja Kimmer
|Larsen
|Katja
|[[Organizational structures]]
|-

|-
|6
|Ida
|Smidt
|idasmidt
|[[Construction scheduling using Location Based Scheduling instead of CPM]]
|-

|-
|1
|Walther
|Emil Eriksen
|Walther Emil Eriksen
|[[Value Proposition Canvas]]
|-

|-
|4
|Rasmus Peter
|Østerlund
|R4smus
|[[Key Performance Indicators (KPI)]]
|-

|-
|8
|Daniel Alejandro
|Campos Rivera
|Daniel Campos
|[[Business Analytics in Civil Engineering Projects]]
|-

|-
|14
|Matthew
|Wells
|Matthew Wells
|[[Line Balancing - Yamazumi Chart Method]]
|-
|3
|Ignasi
|Girones Cadiz
|s172781
|[[Opportunity research]]
|-

|-
|14
|Ellen
|Trovåg Amundsen
|ellentam
|[[Beyond the Triple Constraint]]
|-

|-
|1
|Joachim Schou
|Larsen
|Joachim Schou Larsen
|[[Power, politics and stakeholder management]]
|-

|-
|15
|Benedek
|Zajkas
|Benedek Zajkas
|[[Agile & Traditional PM cocktail]]
|-

|-
|15
|Gustavo
|Pagliari Valerio dos Santos
|s176056
|[[Negotiation skills from the PM's perspective]]
|-

|-
|12
|Natalia
|Krygier
|Natalia Krygier
|[[Behaviors in scheduling]]
|-
|3
|Argyro
|Soumpourlou
|s170073
|[[Cross-cultural Management]]
|-

|-
|13
|Andrzej
|Kubik
|s172608
|[[Different sides of Project Management Scheduling]]
|-

|-
|2
|Lima
|Parhiz
|s134639
|[[Value proposition canvas]]
|-

|-
|4
|Harald
|Hersted
|s145067
|[[Human resource management]]
|-

|-
|5
|Sarah
|Bourdiaux Terp
|Sarah
|[[The Sprint Methodology in Agile Project Management]]
|-

|-
|1
|Jonathan
|Nøddeskov Clifford
|S142556
|[[Roadmapping]]
|-

|-
|9
|Erna Gudny
|Aradottir
|ErnaGudny
|[[Project Charter]]
|-

|-
|5
|Klaudia Edyta
|Onyszkiewicz
|Onysz
|[[Project Team Roles and Responsibilities]]
|-
|13
|Aksel
|Watson
|S175507
|[[Managing start-ups in Unregulated Markets]]
|-
|12
|Alice
|Allouche
|Alice
|[[Meetings Management]]

|-
|5
|Susan
|Tyrell
|Styrell
|[[The Role of the Project Sponsor]]

|-
|10
|Casper
|Stroem
|S172043
|[[Business Case]]
|-

|-
|7
|Cetin
|Arslan
|Arslance
|[[User-Centered Design]]
|-

|-
|13
|Piotr
|Mieszalo
|PiotrMieszalo
|[[Resources loading, leveling and crashing]]
|-

|-
|6
|Mads
|Grøndal
|s123666
|[[Value Analysis]]
|-

|-
|6
|Emma
|Balstrup Klinke Hansen
|s134181
|[[Kotter's 8- Step Change Model]]
|-

|-
|8
|David
|Baldursson
|s162284
|[[Risk responses]]
|-

|-
|3
|Nikoleta
|Kolitsopoulou-Maridaki
|Nikoletta
|[[Roles and responsibilities of program manager]]
|-

|-
|7
|Magnus
|Held
|s133656
|[[Failure Mode and Effects Analysis in Various Project Stages]]
|-

|-
|7
|Lars
|From-Hansen
|s133654
|[[Brainstorming as a risk identification method]]
|-

|-
|13
|Iga
|Cichecka
|s172607
|[[Feasibility Analysis]]
|-

|-
|5
|Hafsteinn Thor
|Gudjonsson
|Hafsteinnthor
|[[Analytic Hierarchy Process]]
|-

|-
|10
|Ana
|Torrijos
|s173143
|[[Managing Successful Programmes (MSP)]]
|-

|-
|14
|Marie
|Totland
|s171379
|[[Lencioni’s pyramid of team dysfunctions]]
|-

|-
|6
|Malthe
|Muff
|Malthemuff
|[[Lean Project Management tools]]
|-

|-
|15
|Maria
|Mamasoula
|Marianna89
|[[Future workshop method]]
|-

|-
|14
|Kasper Løwe
|Olsen
|Kasperloewe
|[[Work Breakdown Structure in Construction Management]]
|-

|-
|14
|Cathrine Fay
|Aasenden
|C.Fay
|[[Negotiating successfully]]
|-

Talk:Project Human Resource Management

2018-02-26T14:49:34Z

S171379: S171379 moved page Talk:Project Human Resource Management to Talk:Lencioni’s pyramid of team dysfunctions

#REDIRECT [[Talk:Lencioni’s pyramid of team dysfunctions]]

Talk:Lencioni’s pyramid of team dysfunctions

2018-02-26T14:49:34Z

S171379: S171379 moved page Talk:Project Human Resource Management to Talk:Lencioni’s pyramid of team dysfunctions

==Feedback 1 | Reviewer name: Matthew Wells ==
===Question 1===
====Quality of the summary:====

Does the summary make the key focus, insights and/or contribution of the article clear? N/A as article is currently incomplete...

What would you suggest to improve? N/A as article is currently incomplete.

===Question 2===
====Structure and logic of the article:====

Is the argument clear? N/A as article is currently incomplete.

Is there a logical flow to the article? N/A as article is currently incomplete.

Does one part build upon the other? N/A as article is currently incomplete.

Is the article consistent in its argument and free of contradictions? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

===Question 3 ===
====Grammar and style:====

Is the writing free of grammatical and spelling errors? N/A as article is currently incomplete.

Is the language precise without unnecessary fill words? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

===Question 4===
====Figures and tables:====

Are figures and tables clear? N/A as article is currently incomplete.

Do they summarize the key points of the article in a meaningful way? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

===Question 5===
====Interest and relevance:====

Is the article of high practical and / or academic relevance? N/A as article is currently incomplete.

Is it made clear in the article why / how it is relevant? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

===Question 6===
====Depth of treatment:====

Is the article interesting for a practitioner or academic to read? N/A as article is currently incomplete.

Does it make a significant contribution beyond a cursory web search? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

===Question 7 ===
====Annotated bibliography:====

Does the article properly cite and acknowledge previous work? N/A as article is currently incomplete.

Does it briefly summarize the key references at the end of the article? N/A as article is currently incomplete.

Is it based on empirical data instead of opinion? N/A as article is currently incomplete.

What would you suggest to improve? N/A as article is currently incomplete.

==Feedback 2 | Reviewer name: Place your name here ==

===Question 1===
====Quality of the summary:====

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

Answer 1

===Question 2===
====Structure and logic of the article:====

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

Answer 2

===Question 3 ===
====Grammar and style:====

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

Answer 3

===Question 4===
====Figures and tables:====

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

Answer 4

===Question 5===
====Interest and relevance:====

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

Answer 5

===Question 6===
====Depth of treatment:====

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

Answer 6

===Question 7 ===
====Annotated bibliography:====

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

Answer 7

Project Human Resource Management

2018-02-26T14:49:34Z

S171379: S171379 moved page Project Human Resource Management to Lencioni’s pyramid of team dysfunctions

#REDIRECT [[Lencioni’s pyramid of team dysfunctions]]

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:49:34Z

S171379: S171379 moved page Project Human Resource Management to Lencioni’s pyramid of team dysfunctions

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:40:53Z

S171379: /* Tuckman’s ladder */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> Tuckman, B. (1977) Stages of small group development </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T14:38:58Z

S171379: /* Importance of the personnel factor */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view of project success the human aspect, or the so called ”personnel factor”, has been viewed as one of the key factors for success. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. The personnel factor is defined here as the “recruitment, selection, and training of the necessary personnel for the project team” . This was also backed up by a follow up study performed by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. It is important to mention that human resource management is not limited to the personnel factor. Both studies note that there are limitations to their research, as the impact of human resources can be very difficult to measure, as the humans involved will very often impact various other success measurements.
It is also important to determine what is defined as “project success”. Is the deliverable of the project the only indicator of success or is the well being of the team also an important factor? The answer to this question will of course depend on who is asked, and it is common to look at project success and project management success as two separate measures of success.

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:51:58Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.

When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.

Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:50:54Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

[[File:Lencionitable.png|right|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:49:43Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

[[File:Lencionitable.png|right|frame|150px|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:49:34Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

[[File:Lencionitable.png|right|frame|200px|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:49:02Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

[[File:Lencionitable.png|right|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:48:42Z

S171379: /* Using the pyramid */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|right|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:48:20Z

S171379: /* Applications */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

===Using the pyramid===

As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management: developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team members will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid. All the questions for each level are grouped together, after which the score for that specific level is averaged based on the answers from the team. The different levels are then given a high, medium or low grade according to the average value from the assessment. High is an average of 3.75 or above, low is an average score below 3.24 and medium is in between. A description of the results following this assessment can be seen in the figure below.

[[File:Lencionitable.png|center|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.
To help build the trust level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.
To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing healthy conflict where personal conflicts are discouraged and replaced with productive, task oriented conflicts, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.
Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.
When a team has reached the pyramid level of accountability, they should already be open for criticism, as they know that it is their teammate’s right to call them out if they don’t perform as deadlines and expectations were clear. The project manager can ensure that this level stays healthy by creating an open space where the team members can give feedback and confront each other without it feeling like an attack. Having clear standards for progress and performance and team rewards are also tools that can aid in this process.
When the team are approaching the top of the pyramid they need to put their own egos aside and focus on the team’s performance rather than their own needs. Praise and rewards go a long way, and the project manager needs to ensure that the team doesn’t lose sight of the goals.
Being aware of these traits can be very useful for a project manager in order to develop the team to be the best that it can be.

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:42:14Z

S171379: /* Main challenges in team management + APPLICATIONS */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Applications==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:41:00Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated. <ref name=dysfunctional> Luis Miguel Sousa (2009), Dysfunctional success: driving a project </ref>

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:37:38Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

=====Absence of trust=====

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T13:37:05Z

S171379: /* Lencioni's five team dysfunctions */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T12:19:08Z

S171379: /* The big idea - Stages of human resource management */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

=== What is human resource management?===

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

===Planning human resource management ===
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

=== Acquiring team ===
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

=== Developing team ===
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
====Tuckman’s ladder====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

=== Managing team ===
Running parallel with development of the team, the project manager has to ensure that things run smoothly. By staying in touch with the members’ needs, mediating conflicts, updating the plans and making decisions effectively the project manager makes sure that the project is moving forward in the right direction.

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T12:13:12Z

S171379: /* Developing team */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. <ref name=PMBOK> </ref> This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T12:10:05Z

S171379: /* Planning HRM */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

====Planning human resource management ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T12:08:44Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are Plan human resource management, Acquire team, Develop team and Manage team and are further described in the following section.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.
The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:54:10Z

S171379: /* Planning HRM */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, for example the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.

The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.
The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions, where a text based format would probably be more beneficial.

Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:50:28Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:49:48Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> </ref>These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:49:04Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. <ref name=PMBOK> These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:47:57Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Belout> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:46:46Z

S171379: /* What is human resource management? */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management. <ref name=Tuckman> A. Belout, C. Gauvreau / International Journal of Project Management 22 (2004) 1–11, Factors influencing project success: the impact of human
resource management </ref> PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:44:50Z

S171379: /* The big idea - Stages of human resource management */

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==

==== What is human resource management?====

As a project manager, a big part of the job will be interacting with the team, being a leader and a mentor, and being responsible for making sure that the team performs optimally. As people make up such a big part of any project, it is natural that human resource management is a key factor to analyse when analysing project management. Personnel are also a constraint, as it is often a significant part of the budget, so it is also important for the economical aspect of a project to make sound human resources decisions.
The project management body of knowledge (PMBOK) names human resource management as one of the six fundamental functions of project management . PMBOK goes on to define human resource management as the processes that organize, manage and lead the project team. These processes are described below.

====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:43:28Z

S171379:

== Abstract ==

Humans are a big part of what makes up a project. Depending on the size of the project, the project team can consist of anything from a single person to several hundred people, everyone working towards a common goal. No matter the size of the project, the project management will have to make a decision about how they want to manage one of their important resources, namely the people. The project management body of knowledge (PMBOK) defines four stages of managing project human resources; Plan human resource management, Acquire team, Develop team and Manage team. Following this it becomes apparent that creating an efficient and effective project team is one of the project manager’s important tasks. In his book The five dysfunctions of a team, Patrick Lencioni describes what he claims are five dysfunctions that keep a team from performing optimally, and that need to be overcome in order to create a successful team. This article will describe how the project manager can assess these five dysfunctions, and how to overcome them.

== The big idea - Stages of human resource management ==
====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:41:36Z

S171379: /* Lencioni, P (2002) The five dysfunctions of a team. */

== Abstract ==

Discussing the importance of human resource management in projects, how it will change during the lifetime of the project, and controversies regarding the subject.

==Introduction==

===Definition===
What is it and why is it important

== Stages of human resource management (HRM) - Big idea ==
====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002), The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T11:41:06Z

S171379: /* Annotated bibliography */

== Abstract ==

Discussing the importance of human resource management in projects, how it will change during the lifetime of the project, and controversies regarding the subject.

==Introduction==

===Definition===
What is it and why is it important

== Stages of human resource management (HRM) - Big idea ==
====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.

====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

[[File:Lencionitable.png|frame|The results of the team assessment <ref name=Lencionitable> Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team. Jossey
Bass </ref> ]]

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==Annotated bibliography==

===== Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management (chapter 9) =====
The PMBOK is a "subset of the project management body of knowledge that is generally recognized as a good practice" <ref name=PMBOK> Project Management Institute "A Guide to Project Management Body of Knowledge" (2013), 5th Edition: Project Risk Management </ref>. Chapter 9 revolves around the human resource management processes and tools in a project, and elaborates on the points introduced in the Big Idea section in this wiki.

===== Lencioni, P (2002) The five dysfunctions of a team. =====
In this book, Lencioni presents his theories about the five dysfunctions of a team and describes the many pitfalls a project manager or team can fall into. It is written as a so-called "business fable", where he illustrates his points using a story telling technique.

===== Lencioni, P. (2005) Overcoming the Five Dysfunctions of a Team.=====
As a follow up to the previous source mentioned, Lencioni wrote another book focusing on the techniques a project manager or team leader can use to bring the team forward.

===== Pinto, J. & Prescott, J. (1988) , Variations in critical success factors over the stages in the project life cycle, Journal of Management 14 (1988) - 5 =====
This article focuses mainly, like the name would imply, on how the different success factors vary as a function of project progression. This research is based on an empirical study they conducted, questioning 408 members of the Project Management Institute. One of the success factors they analyse is the Personnel factor, which they, contrary to their hypothesis, discover to not be critical to project success.

==References==
<references/>

Lencioni’s pyramid of team dysfunctions

2018-02-26T10:23:00Z

S171379:

Lencioni’s pyramid of team dysfunctions

2018-02-26T09:52:44Z

S171379: /* Main challenges in team management + APPLICATIONS */

File:Lencionitable.png

2018-02-26T09:50:42Z

S171379:

Lencioni’s pyramid of team dysfunctions

2018-02-24T10:01:39Z

S171379: /* Using the pyramid */

== Abstract ==

Discussing the importance of human resource management in projects, how it will change during the lifetime of the project, and controversies regarding the subject.

==Introduction==

===Definition===
What is it and why is it important

== Stages of human resource management (HRM) - Big idea ==
====Planning HRM ====
In this stage the human resource management is focused on identifying the necessary roles, responsibilities and skills for the project and to create a staffing managing plan. This is done based on the constraints present for the project, the estimated time line and environmental factors such as organisational structure and pre-existing human resources etc.
To document the team member roles and responsibilities a project manager can utilise several types of organisational charts or matrixes to ensure that every work package has a person that is responsible for it and that all team members are aware of what their role is.
The traditional way of doing this is by a hierarchical chart, which can be used to illustrate the organisational breakdown structure (OBS), the work breakdown structure (WBS) or the resource breakdown structure (RBS). Other tools that are commonly used are the responsibility assignment matrix (RAM) or text based formats, like role descriptions.

The different types of charts and descriptions can be beneficial for the different aspects of human resources planning; for example can a hierarchal chart is good for the more general descriptions, but can become very complex when trying to illustrate the more specific role descriptions.
Another important aspect of this stage of human resource management is to gain understanding of how the organisation works and how teams and people work both individually and together. This phase should result in the project’s human resources management plan, which involves the necessary roles and responsibilities, organisational chart and a staffing management plan.

==== Acquiring team ====
This phase is, as the name implies, concerned with the acquisition of the people that make up the project team. Following the human resources management plan, this phase will ensure that there are people ready to take on their given responsibility at the given time. Depending on how the project is organised, the formation of the team can be done in different ways. '''Pre assigning''' people is done if the project is dependent on a specific person to do a job or if he or she is part of the contract. '''Negotiation''' is often a natural part of team formation, where the project management will negotiate with the potential staff’s manager, other teams or external contacts to ensure that they agree on the terms of the formation. '''Acquisition''', or hiring, will take place if the competency or shear volume of people is not available within the mother organisation. If the physical presence of team members is not essential for the project, '''virtual teams''' can be a good solution to save money and gain the necessary competencies without massive travel expenses.
When acquiring the team it is important to ensure that the right people are brought on board. This can be done by using the multi-criteria decision analysis, which rates personnel by scoring them on availability, cost, experience, ability, knowledge, skills, attitude, and international factors.

==== Developing team ====
Developing the team is, according to the PMBOK guide, the process of “improving competencies, team member interaction, and overall team environment to enhance project performance”. This is perhaps the most important task for a project manager and revolves around making the team the best it can be. This can be done by improving both the individual’s and the team’s skills in addition to focusing on the way the team works together.
=====Tuckman’s ladder=====
In 1965 Dr. Bruce Tuckman published an article called ''Developmental Sequence in Small Groups'' <ref name=Tuckman> http://www.freewebs.com/group-management/BruceTuckman%281%29.pdf </ref> in which he presented the ''Forming Storming Norming Performing'' model. This model describes the stages of development most teams go through in order to reach optimal performance. It was later revised to add a 5th stage, ''adjourning''.

'''Forming''': The team members get to know each other and the project and agree on responsibilities.

'''Storming''': The work is starting, and in this phase the group is susceptible to conflict if the members are not open to differing ideas.

'''Norming''': In this phase the members get closer, start working better together and gain a common understanding of the work to be done.

'''Performing''': Groups that reach this stage work effectively together, they are able to work independently and work through issues smoothly.

'''Adjourning''': This added phase is appropriate for project groups as projects are temporary and the adjourning phase describes the completion of work and breaking up of the team.

==== Managing team ====

==Main challenges in team management + APPLICATIONS ==

=== Lencioni's five team dysfunctions===

[[File:5dysfunctions.png|frame|Lencioni's pyramid of team dysfunctions <ref name=Lencionipyramid> https://norulesjustwords.files.wordpress.com/2012/09/5dysfunctions.png </ref> ]]

In his book ''The five dysfunctions of a team'', Patrick Lencioni describe the five factors he claims cause a dysfunctional team and that these dysfunctions need to be overcome in order to become a functional team. He lays it out like a pyramid shown in figure x. Resembling Maslow’s hierarchy of needs, the pyramid illustrates that in order overcome the dysfunctions at the top, and thus achieving excellence, all the levels underneath have to be consolidated.
=====Absence of trust=====
This is the most basic of the dysfunctions and without ensuring that the team members have trust in each other this will, according to Lencioni, lead to more dysfunctions. Trust, in this case, is not necessarily to trust a person to fulfil their task, but more along the lines of trusting that you can disclose your insecurities without being judged.
=====Fear of conflict=====
If there is trust in a group, the members are more likely to be able to engage in discussions and be open to new points of view. Discussions are a healthy way of improving the way forward, and if the members are fearful of the way their ideas will be received or that what they say will be used against them they are less likely to disclose their opinions.
=====Lack of commitment=====
When members are afraid of sharing their opinions with the group and partaking in the discussion it is likely that they will end up agreeing to a solution that goes against their opinion. This will lead to ambiguous solutions without proper direction, which can be very demotivating for the members.
=====Avoidance of accountability=====
Every team member should feel accountable for all decisions made by the team if they are committed to it. When team members are not committed to the cause they will also be less likely to call out others that are slacking. If a team has come this far in the pyramid, then they should know that if they receive criticism it is not a personal attack and be willing to listen to the feedback without digging in their heels.
=====Inattention to results=====
Humans put a lot of emphasis on fairness. When they observe someone on their team not doing their fair share of work they themselves are more likely to end up not contributing as intently.
====Using the pyramid====
As a project manager, being aware of these dysfunctions can be useful in the two last phases of the stages of human resource management; developing and managing the team. In his book, Lencioni provides an assessment method to evaluate where the team is lacking. This assessment consists of a series of statements the team will give a score from 1 = never to 5 = always. Examples of statements are “Team members admit their mistakes” and “The team ensures that poor performers feel pressure and the expectation to improve” . The different questions correspond to one of the levels in the pyramid, and the score for each level is averaged based on the answers. The different levels are then given a high, medium or low grade according to the average value from the assessment. The description of each level can be seen in figure.

Lencioni also provides concrete examples of steps the project manager can take to aid the team in overcoming the dysfunctions.

To help build the '''trust''' level in the team, the project manager can lead by setting a good example, asking for help, owning up to his or her own shortcomings and daring to be vulnerable in front of the team, while at the same time encouraging the team to do the same.

To encourage a healthy conflict level it is important to clearly state that conflicts are not an inherently bad thing. By practicing the ways healthy conflicts look like, giving feedback, and praising good examples the team can agree on the ways they want their exchanges should look like. The project manager can also “mine for conflict”, appointing a devil’s advocate for every meeting, where that person is responsible for asking the opposing questions to make the team more open for new points of view.

Having clear and well-communicated plans is the main way to overcome lack of commitment. At the end of every meeting the team should leave, knowing exactly what they need to do, what others are doing, when the deadlines are, and contingency plans in case of unforeseen circumstances.

When a team has reached the level of accountability, they should already

=== Importance during the different stages of the project ===

== Limitations ==
===Importance of the personnel factor===
In the traditional view that has been presented thus far in this article, the human aspect, or the so called ”personnel factor”, is viewed as critical in regards to the success of a project. Some researchers, however, question this view and claim that the personnel factor has a limited impact on the project success. According to an empirical study performed by Pinto and Prescott the only factor that was marginal for the project success was indeed the personnel factor. This was also backed up by a study by Belout and Gauvreau , concluding that although there is some correlation between the personnel factor and the success of a project, this effect was so limited that it did not seem to have a significant impact. This can indicate that human resource management may not be as critical to project success as previously believed. Both studies do, however, note that the limitations of the correlation studies they have performed can

==References==
<references/>