Chapter 14
Managing Quality
Improvement
Teams and Projects
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Chapter 14
Why employees enjoy teams
Leading teams for quality improvement.
Types of teams.
Implementing teams
Managing and controlling projects
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Why Employees Enjoy Teams
In a study of Project Managers, five
motivators emerged:
1. Mutuality
2. Recognition for personal
achievement
3. Belonging
4. Bounded power
5. Creative autonomy
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Employee Empowerment and Involvement
You will have greater control over your
own work
You will not be penalized for making
painful change
Management is changing and becoming
more contemporary
Management is committed to quality
improvement over the long haul
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Employee Empowerment and Involvement
Management will concede more control
over company systems to you
Management values your ideas and
opinions and will give them serious
consideration
Management trusts you and is worthy of
trust in return
You will be rewarded for making decisions
that benefit the company
Labor is capable of making decisions
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
A number of preconditions are necessary for
empowerment:
Clear authority and accountability
Participation in planning at all levels
Adequate communications and information
for decision making
Responsibility with authority
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Flattening Hierarchies for improved
effectiveness
Too many layers of management
Impede creativity
1. Stifle initiative
Make empowerment impossible
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Team Leader Roles and Responsibilities
Situational Leadership Model
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Team Roles and Responsibilities
Belbin’s Team Roles
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Team Formation and Evolution
Stages of a Team’s Development
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Leading teams for Quality Improvement
Team Rules
Ground Rules for Effective Teams
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Types of Teams
Process improvement teams
Cross-functional teams
Tiger teams (Tiger teams are formed to help
solve a critical issue after the most likely
solutions have been attempted)
Natural work groups
Self-directed work teams
Virtual teams
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Facilitation
Helping or aiding teams by maintaining a
process orientation
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Team Building
Follows a process that identifies rules for
team members and helps them become
competent
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Examples of Teams:
Navy Seals
Massachusetts General Hospital Emergency
Room
The Childress NASCAR team
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Navy Seals
The United States Navy Sea, Air, and
Land Teams, commonly known as Navy
SEALs, are the U.S. Navy's primary
special operations force and a component
of the Naval Special Warfare Command.
The Navy SEALs were created by John F.
Kennedy on 1 January 1962.
In Malaysia : Comando / Gerak Khas
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Meeting Management
Steps required to planning a
meeting
1. Defining an agenda
2. Developing meeting objectives
3. Designing the agenda activity outline
4. Using process techniques
Parking lot
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Conflict Resolution in Teams
Team leaders and project managers spend
20% of their time resolving conflict
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Conflict Resolution in Teams
Modes of Conflict Behavior
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Conflict Resolution in Teams
There are 4 stages in the conflict
resolution process:
1. Frustration
2. Conceptualization and orientation
3. Interaction
4. Outcome
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Conflict Resolution in Teams
Leaders resolve conflict in different ways:
1. Passive conflict resolution
2. Win-win
3. Structured problem solving
4. Confronting conflict
5. Choosing a winner
6. Selecting a better alternative
7. Preventing Conflict
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Implementing teams
Conflict Resolution in Teams
Avoidance
Diffusion
Confrontation
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Projects
Tools:
Qualifying projects
Project Charters
Force Field Analysis
Work Breakdown Structures
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Qualifying Projects
Cost Benefit Analysis (CBA)
Payback Period
Difference between soft costs and hard
costs
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Project Charters
Help teams
identify
objectives,
participants and
expected
benefits
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Force Field
Analysis
Designed to
identify and
quantify all of
the forces for
and against
organizational
change
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Work Breakdown Structures
WBS
Identify Precedence Relationships
Identify Outcome Measures
Identify Task Times
Optimistic completion time
Most likely completion time
Pessimistic completion time
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Work Breakdown Structure
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Activity Network Diagrams
Pert Chart:
1. List all tasks
2. Determine task times
3. Determine which tasks depend on the
completion of others
4. Draw the network diagram
5. Compute early start and early finish times
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Activity Network Diagrams
Pert Chart:
6. Compute late start and late finish times
7. Compute slack times and determine the critical
path
Slack time = late start – early start
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Tree Diagram of Tasks
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Activity on Node
ACTIVITIES PRECEDENCE
RELATIONSHIP
A
B A
C A
D B
E B,C
F D
G E,F
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Activity on Node
B D F
A
G
C E
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Activity on Node
(AON) Network
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Activity on Node
(AON) Network
with Early Times
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Activity on Node
(AON) Network
with Late Times
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Arrow Gantt Charts
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
MS
Project
Gantt
Chart
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Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Managing and Controlling Teams
Managing Multiple
Projects
Multiple-Project
Control Form
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Managing Quality Improvement Teams and Projects
Summary
Why employees enjoy teams
Leading teams for quality improvement.
Types of teams
Implementing teams
Managing and controlling projects
14- 45
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
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