Self-managed teams and Project Management

Leadership Talent Management Teams

Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal

What role, in your opinion, is reserved for Project Managers if companies choose self-managing teams?

Posted: Jan 30, 2020 6:52 AM

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Peter Rapin Subject Matter Expect; Project Delivery| Independent Consultant Ontario, Canada

Feb 03, 2020 4:57 AM

Replying to Luis Branco

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Dear Peter
Thank you for sharing your vision of what a Project Manager is

It is very important to clarify our perspective on themes and roles so that we can continue to exchange views
Thanks for doing it

Returning to the self-managing teams.

Does this model of organization and management replace the role of the Project Manager?

In my mind a project has to be managed whichever model you apply. "Managed" goes beyond coordination.
Managing can be defined as: organizing, planning, controlling and directing towards a defined goal or objective.
I can see three possible models to achieve this:
1) traditional PMO with identified singular PM
2) self managed PMO with management role split between team members
3) self managed PMO with management role being alternated within staff.
In my mind option based on 40 years experience with the delivery of infrastructure projects: 1) provides the strongest management with consistency and effectiveness through out the project
Option 3) provides the weakest management and is the least effective due to inconsistency, short range planning, conflicts from one assignment to the previous and the next, differing management styles, assignment of blame, etc.
A proper analysis of these options should be done through a risk/benefit assessment process with due consideration of project needs, personnel involved and corporate culture.

Posted: Feb 3, 2020 9:28 AM

Adrian Carlogea Australia

Feb 03, 2020 4:55 AM

Replying to Thomas Walenta

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Hi Adrian,

your statement 'Projects are different as the project team is temporary and never develops as a unitary group' is opposed to the experience of all the project managers who exactly are able to do that. I developed 'unitary' groups for 40 years, for temporary project from 9 months to 3 years. One tool is to understand and accelerate Tuckman's ladder.

It is harder in a weak matrix environment where you apparently live, but believe me this is not at all the majority of projects. And even then, good leaders can establish a project identity and cohesiveness. The focus is on people management.

Hi Thomas,

The relationship the project team members have with the organization that is delivering the project does play a key role.

If the project team members have been contracted or hired just for the project then they will feel the project as being their home in the organization and it is easier to define a team identity.

On the other hand if they are permanent employees or they are contracted to work for a functional unit that assigns them to projects then they would feel that the functional unit is their home and not the project. In these cases it is much harder to define a team identity.

These project team members would consider as teammates the other employees from the functional unit and not the other project team members. For them working on the project is just a temporary work assignment.

Posted: Feb 3, 2020 9:58 PM (Updated by author: Feb 3, 2020 9:58 PM)

Thomas Walenta Global Project Economy Expert Hackenheim, Germany

Hi Adrian

people can change their role and focus quite quickly.

Take the example if volunteer firefighters, they are employed by someone but when they are asked to join a project to take out a fire, they fully dedicate themselves, form a team and follow a leader.

Same can be true in a matrix organization, if the project manager is able to convey a vision (take out the fire) and purpose (save lifes), forms a team and supports the team members.

Often seen. If you believe in yourself.

Posted: Feb 4, 2020 3:37 AM (Updated by author: Feb 4, 2020 3:38 AM)

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