SPRING 2020 | PM magazine
BRIDGING GENERATIONAL DIFFERENCES IN DIVERSE PROJECT TEAMS
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From small home improvement to large infrastructure projects, Keith Foxx, PE, PMP, CCM, project management is essential Assoc. DBIA to the success of all projects. RK&K Civil Engineering The best project managers know a little bit about every component of the job and have the right combination of knowledge, technical aptitude, and soft skills to build and support a team, as well as guide the project to its successful completion. Some smaller projects, such as painting a living room, may take a day to complete and may be completed by you and/or family members. In contrast, more extensive projects, such as designing and constructing the Purple Line Light Rail Transit project, may take years to complete and may include hundreds of people. Although these projects are different in magnitude, some of the critical elements of project management still apply. The project team’s cohesion throughout this process from inception to completion will be essential in the team achieving its end goal.
“ The project team’s cohesion throughout this process from inception to completion will be essential in the team achieving its end goal. “
Project teams may include members from several different generations. You could have entry-level (fresh out of college or high school) staff working closely with staff who are already eligible for full retirement. Although it does not always create conflict, it may sometimes promote tension within a project team. However, in order for the team to enjoy project success, there must be mutual respect and a willingness to learn from each other. To begin to understand the potential disconnect between the younger and older generations, we must first understand some of the different practices of the respective groups. These are generalities, but they are regularly found in complex and diverse project teams. Let us examine some of the different approaches that we may see on a more significant long-term project.
1. Communications – A younger member of the team may be inclined to send emails as a formal mode of communication, whereas a seasoned member may pick up the phone more often to communicate. While email documentation is useful for record-keeping, a follow-up phone call is often more thorough and adds tone to the dialogue. I have had personal experiences where someone has sent a very important email to another “Keith” in their address book by accident. I never received the request and therefore the submittal to the client was late. This could have been quickly resolved with a follow up phone call. 2. Technology – Younger members of the team may be more apt to adopt a new technology or software, but a more seasoned member may not want to change what may already be working from their perspective. When used effectively, technology may save time and money and eliminate some human error. I often reach out to my younger staff for recommendations on software solutions that can save time and improve processes. 3. Patience – The younger generation has become accustomed to instant gratification due to advances in technology, while the seasoned generation has been through a few projects that may have taken years and, therefore, has developed more patience. The combination of this patience, with the drive to see instant results, may be used to manage team complacency, as well as help to set team expectations. 4. Wisdom - Unfortunately for the younger members of the team, wisdom can only be acquired through experience. With this experience comes applied knowledge and good judgment. Wisdom is one of the most important attributes when managing or working on larger projects. The higher a project manager ascends up the corporate ladder, the less detailed information she/he gets to make decisions. Therefore, their actions and decisions hinges on the soundness of the team’s judgment. We must remember the Ghanian proverb that states, “wisdom is not like money to be tied up and hidden.” This wisdom must be shared and is a huge learning opportunity for the younger team members. According to the Guide to the Project Management Book of Knowledge (PMBOK), successful self-organizing teams usually consist of generalized specialists, instead of subject matter experts, who continuously adapt to the changing environment and embrace constructive feedback (PMI, 2017).
One of the most effective ways of building a project team and responding to generational differences is leading a kick-off meeting. This meeting should be held at the beginning of the project. At this initial team meeting, all relevant information is shared about the project. In addition, team building activities should be conducted that allow team members to get a glimpse of other members’
“ It is the project manager’s responsibility to develop the key processes that will allow anyone to succeed on a project, such as effective team monitoring and management.”
personalities, which may help eliminate any preconceived stereotypes that may exist. Team members may learn that they share common hobbies like drone flying, dessert making, or kayaking. Team building is conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment (PMI, 2017). Team building activities can vary from a 5-minute agenda item in a status review meeting to an offsite, professionally facilitated event designed to improve interpersonal relationships. Teamwork and keeping an eye on the goal are vital to the successful completion of the project. For small projects, there is usually only one team that performs the planning and the execution. In this case, the kick-off occurs shortly after initiation, in the planning process group, because the team is involved in planning (PMI, 2017). It is the project manager’s responsibility to develop the key processes that will allow anyone to succeed on a project, such as effective team monitoring and management. They must find the right people, put them on tasks where they have the best chance to flourish, and establish a culture that allows team members to thrive and feel valued. The project manager’s ability to lead, communicate, plan, negotiate, and manage the different personalities will determine the project’s outcome. After the project is successfully completed, the project manager must celebrate the success and commend each team member individually for their contributions. Reference: Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th ed. Newtown Square, PA: Project Management Institute, Inc.
