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Wikiprojects
Today’s agenda
• A short introduction to team leadership
• Virtual teams – the Jarvenpaa & Leidner
study
• Wiki-principles in project management –
discussion questions
Project leadership
• Project leadership as activities directed
upwards/downwards, outwards/inwards, and
forward/backwards
• Upwards and outwards: Connect to stakeholders
• Inwards and downwards: Concentrate on
performance
• Backwards and forwards: Keep the project on
track
Connect to stakeholders
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Get stakeholder approval
Build credibility
Work in networks
Market the project
Concentrate on performance
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Formulate individual criteria for success
State aims and direction
Celebrate success
Stop and reflect
Create a stimulating environment
Be tough on quality
Keep the project on track
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Plan and control
Think before
Keep the whole team informed
Get feedback whenever possible
Team development
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Forming
Storming
Norming
Performing
Adjourning
Mourning
Project team development and
effectiveness
• Forming
– Transition from individual to team member
– Group attempt to define the and plan the tasks
that have to be done
– Little actual work accomplished
– Feelings: excitement, anticipation, suspicion,
anxiety, hesitancy
– Manager needs to provide direction and
structure
Project team development and
effectiveness
• Storming
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Conflict emerges tension increases
Motivation and morale low
Feelings: frustration, anger, hostility
Manager needs to be directive, but less so than
in forming stage
Project team development and
effectiveness
• Norming
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Relationships become settled
Conflict and dissatisfaction are reduced
Cohesion and trust begin to develop
Greater sharing of information, ideas, and
feelings
– Manager minimizes directiveness and takes on
a supportive role
Project team development and
effectiveness
• Adjourning
• Mourning
Project team development and
effectiveness
• Barriers to team effectiveness
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Unclear goals
Unclear definition of roles and responsibilities
Lack of project structure
Lack of commitment
Poor communication
Poor leadership
Turnover of project team members
Dysfunctional behavior
Project team development and
effectiveness
• The effective project team
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Clear understanding of objective
Clear expectations of each person’s role
A results orientation
A high degree of cooperation and
collaboration
– A high level of trust
Project team development and
effectiveness
• Performing
– Great degree of interdependency
• Members frequently collaborate and willingly help
each other
– Team feels fully empowered
– Manager fully delegates authority and
responsibility
• Manager’s role is to facilitate and support
development of corrective actions if actual
progress falls behind plan
Time management
1. At the end of each identify several goals you want to
accomplish the following week
2. At the end of each day make a to-do list for the next day
3. Read daily to-do list first thing in morning, keep it in sight
all day
4. Control interruptions
5. Learn to say no
6. Make effective use of waiting time
7. Try to handle most paperwork only once
8. Reward yourself at the end of the week if you
accomplished all your goals
The virtual teams challenge
• Increased use of teamwork characterised by
- temporary relationship episodes
- culturally diversity
- geographic spread
- electronic communication
Why virtual teams?
• Permeable interfaces and boundaries
• Market driven organising and re-organising
• Best competences gathered across time, space and
cultures
• Flexibility
• Lower costs
• Improved resource utilisation
• Faster development cycles
Problems of virtual teams
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Low individual commitment
Role overload
Role ambiguity
Abseentism
Lack of trust
Psychological distance
Communication problems
Team development (Järvenpää &
Leidner, 1998)
The three functions of effective
groups
• Production (problem solving and taskrelated performance)
• Member support (member inclusion,
participation, loyalty, commitment)
• Goup well-being (interaction, member
roles, power, politics)
Must be present at all phases of the project!
Virtual communication
Should imply lower quality of communication
and trust, since face-to-face interaction is
needed to build trust
Research results: Not lower quality, but lower
speed of trust-building
SIDE theory (Walther, 1997)
• Social identification/deindividuation theory
• Perceived inclusion/exclusion based on perceived
characteristics of others in the group
• Affirmed characteristics => reinforce identity and
increase social identification
• Absence of F2F communication means more
stereotyping, which increases the probability of
affirmed characteristics (deindividuation of other
group members)
The wiki-principles
• Coase’s law:
” A firm will tend to expand until the cost of
organizing an extra transaction within the firm
become equal to the costs of carrying out the same
transaction on the open market”
• The inverted Coase law:
“A firm will tend to expand until the cost of
carrying out an extra transaction on the open
market become equal to the costs of organizing the
same transaction within the firm “
The four principles
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Openness
Peering
Sharing
Acting globally
Discussion questions
• How can wiki-principles be applied to (1)
delivery projects, (2) development projects,
(3) change projects?
• What are the pros and cons of
wikiprinciples in relation to project
management? (In the three different forms)
• The wikiproject team – what are the
conditions for trust? Is trust needed?