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Entrepreneurs need to know to 
Manage People and relationships
Luís Carlos Pires
luica@ipb.pt
JOSEPH W. WEISS and ROBERT K. WYSOCKI 5-
PHASE PROJECT MANAGEMENT, A PRACTICAL 
PLANNING & IMPLEMENTATION GUIDE, 
PERSEUS BOOKS, Cambridge, Massachusetts
The slides collected for this Class incorporate elements from 
the following presentations and book:
Introduction ASGP, 2001/02, v1.0, 20 September 
2001, jfaria@fe.up.pt
Project Management Institute , A 
Knowledge Guide in PMBOK 
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Variance reports
Status reports
Staff Allocation Reports
Manage people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
• Communication management in team relationships
• Manage team cohesion
• Manage conflicts
• Promote/conduct meetings
It should be considered
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Review the project 
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Objective change 
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Solving complex problems, such as a new project or a conceptual start-up, 
must result from teamwork or a collaborative net of competences.
To be effective, teamwork has to be structured, that is , it 
has to be based on a set of rules and methods that organize 
the team's work.
These rules and methods define:
• the responsibilities of each team member;
• the team's operating procedures and rules.
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Work as a team....
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Control
Defining the 
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Define control tools
Prepare status 
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Review project task 
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Goal change orders
The rules and methods of teamwork must be known and 
respected by all team members .
The success of teamwork depends on:
• the technical competence of its members, that is, “knowing how to 
do ”
• the behavior of each person, that is, their “knowing how to be”.
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Objective change 
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Technical and scientific knowledge ( Hard skills )
• Theoretical Knowledge
• Know-how
• Know how to be.
Attitudes and behaviors ( soft skills )
The three types of knowledgefor successful teamwork
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These skills cannot be taught , but 
they can be learned by each person 
through experience and self-reflection 
.
Knowing how to be
Knowing how to be is related to factors such as:
• the ability to communicate and relate
• the sense of responsibility
• the weighting
• moderation
• loyalty
• ....
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Objective change 
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These skills cannot be taught , but can be learned by each person through their own experience 
and self-reflection .
Know-how
When hiring new employees, I looked above all for candidates who knew :
• Think
• Communicate
• Work as a team
Technical knowledge would be acquired through training provided by the 
company itself .
Human Resources Manager for a large multinational 
company
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Review project task 
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Goal change orders
Meetings are the central element of teamwork
The Meetings
Its effectiveness depends on the ability of team members to “know how to 
be” in meetings:
• know the operating rules and techniques for conducting meetings and 
teamwork .
• respect these rules and apply these techniques !
There are multiple techniques to increase the effectiveness of meetings:
• conducting and animating meetings,
• support for creativity, decision-making and analysis of the problems to be 
addressed.
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A meeting involves 3 main phases:
Organization of Meetings
• Meeting Preparation
• The Unfolding of the meeting
• THE Conclusion of the meeting
The Phases of the Meeting
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Objective change 
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The Objective
To be effective, the purpose of the meeting should be:
Organization of Meetings
• adapted , that is, suited to the characteristics of the group and formulated 
in a simple and understandable way by all its members .
• precise , that is, formulated in terms of action such as " finding a solution 
for....", "distributing the tasks of..." .
• realistic , as this is the only way it can be achieved, otherwise it will be a 
demotivating factor .
• transparent , that is, it must not have ulterior motives or hidden objectives .
Meeting 
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Meeting notice
The notice of the meeting must:
Organization of Meetings
• Be released in time , so that group members can prepare properly.
• In addition to the date , place and participants , you must specify :
– the agenda that succinctly and objectively describes the objectives and 
topics to be discussed at the meeting.
– the prior preparation tasks to be carried out by group members .
• The notice must be accompanied by documents that must be known and 
analyzed by the group members before the meeting begins.
The Call and Agenda of the 
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Prepare status 
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Review the project 
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Objective change 
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Meeting notice
Organization of Meetings
The Call and Agenda of the 
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Objective change 
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Meeting notice
Only if the summons is clear, precise and disseminated in a timely mannerwill you avoid hearing::
The organization of Meetings
✗ But what is the purpose of the meeting anyway ?
✗ but what is hidden behind that ?
✗ but this is not possible!
✗ If you had warned me, you would have brought useful documents.
✗ If I had known, I would have already thought about it.
✗ I thought it was going to be...
✗ but who decided this?
The Call and Agenda of the 
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Define the 
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Review the project 
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Objective change 
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Meeting notice
Organization of Meetings
The Call and Agenda of the 
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Manage people and relationships
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Define the 
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Define control tools
Prepare status 
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Review the project 
task schedule
Objective change 
orders
Meeting notice
Organization of Meetings
The Call and Agenda of the 
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Objective change 
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Preliminary Questions
The preliminary questions that everyone should ask themselves are:
Organization of Meetings
• As an Animator :
• what is the meeting for?
• why will it be carried out?
• Is the group qualified to deal with the topic under discussion?
• what objectives are you seeking to achieve ?
• As a Group Member :
• does this meeting concern me?
• could it be useful for me or my work?
• what can my contribution be?
• what can I receive , exchange ,…?
Questions prior to the Meeting
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The Unfolding
Aspects to consider:
Organization of Meetings
• The meeting must start on time.
• From the beginning of the meeting, it must be defined who will be:
– the Facilitator , responsible for conducting the meeting;
– the Rapporteur , responsible for taking the necessary notes to prepare the final 
report of the meeting
• The remaining group participants should focus on the discussion itself.
Meeting's 
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Objective change 
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Animation Techniques
During the meeting the Facilitator:
Organization of Meetings
• It plays a fundamental role , on which success or failure will largely depend. 
of the meeting.
• To effectively carry out his/her duties, the Animator can (should) use a set 
of techniques and methods to energize the group .
• Due to its importance, in other points further ahead
– the functions and characteristics of the Animator are analyzed ;
– a set of animation techniques for work groups is presented .
Meeting 
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Objective change 
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The Participants
The 7 characteristics of a “Good Participant” are:
Organization of Meetings
✗ organize your interventions
✗ speak at the appropriate time
✗ just deal with one idea at a time
✗ always speak in a loud and intelligible voice
✗ argue your ideas solidly
✗ be attentive to all aspects of the discussion
✗ be aware of your own sign language (which sometimes contradicts your words)
Participants in the Meeting
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The Participants
The Participant is an “agent” of the meeting :
Organization of Meetings
In that regard:
Participants in the Meeting
• Participate at the meeting,
no attend the meeting.
• During discussions (debates), the 
participant s must be firm about the 
objectives not about their positions ..
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The Conclusion
Close to the time scheduled for the end of the meeting, the Animator must :
The organization of Meetings
Take stock of the situation:
The Conclusion of the Meeting
• conclusions reached
• decisions made
• action plan ( tasks to be carried out)
• If it was not possible to achieve all the planned objectives , these 
should be transferred to a next meeting .
• The meeting must end at the scheduled time.
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The Report
Report 
Organization of Meetings
More than a description of the discussion and arguments presented during the 
meeting, the Report must contain:
The Meeting Report
1. Conclusions (results) reached during the meeting
2. Tasks to be carried out that were decided during the 
meeting ( description/objectives, person responsible, 
completion date)
3. Open questions that carry over to the next
meeting
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The Report
report 
The organization of Meetings
The Report is not a decorative element that serves to give the impression that 
serious work has been done.
The Meeting Report
– set and clarify objectives
– measure progress made
– measure , in the long term, the effectiveness of the work 
group
The Report is a work element that serves to:
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The Report
Organization of Meetings
The Meeting Report
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The Report (Action Plan)
Organization of Meetings
The Meeting Report
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The Assessment
Report 
Organization of Meetings
At the end of the meeting, it is very useful to carry out an assessment of how 
the meeting went (especially when it did not go well ) so that it is possible to 
correct the negative aspects and , thus, improve the productivity of the 
group's next meetings .
Meeting 
EVALUATION IS DIFFERENT FROM JUDGING!!!!!
This assessment can be done orally, at the end of the meeting , or through a 
questionnaire completed on site or sent later to the Facilitator.
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The Evaluation ( of the meeting )
Organization of Meetings
Meeting 
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The Animator
The Animator's Functions
Techniques for conducting meetings and teamwork
The Meeting 
The meeting facilitator has 3 essential functions:
✗ Producer : is responsible for ensuring the productivity of the meeting , in the 
sense that the objectives of the meeting are achieved
✗ Facilitator : he is responsible for facilitating each person's ability to express 
their ideas, organizing interventions , making summary points, reformulating 
questions, ...
✗ Regulator : is responsible for regulating the functioning of the group , 
especially in conflict 
Among the functions presented, the essential one is that of Facilitator .
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The Animator
The 7 fundamental qualities of a “Good Entertainer” are:
Techniques for conducting meetings and teamwork
The Meeting 
✗ Neutral : does not show preference for any participant and is impartial in his/her 
judgments.
✗ Open : accepts everyone's opinions and is receptive to new points of view.
✗ Available : You are willing to spend the necessary time preparing for the meeting 
and involving all participants .
✗ Attentive : is attentive to each person's reactions and understands their needs
✗ Flexible : focuses on objectives but not on how to achieve them , adapting to the 
group
✗ Constructive : makes people cooperate and mobilizes their wills and capabilities
✗ Methodical : proposes a plan and method of conducting the meeting, which 
ensures compliance
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The Animator
Animation style:
Techniques for conducting meetings and teamwork
The Meeting 
The animator can intervene:
• in how the meeting is conducted and
• on the content of the meeting, that is, the discussion itself .
• Ideally, you should not intervene in the content , limiting yourself to 
conducting the meeting.
• When you have to do this, you must make sure that everyone
were able to express their opinions.
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The Animator
To achieve team participation and involvement:
Techniques for conducting meetings and teamwork
Meeting 
The facilitator must use techniques to make the discussion 
dynamic and encourage the participation of each of its elements .
It is essential that each team member feels heard and confident enough 
to express their ideas without constraints.
Meeting animation techniques are , fundamentally , means of helping 
to establish effective communication between participants.
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The Animator
Examples of animation techniques:
Techniques for conducting meetings and teamwork
Meeting 
✗ the brainstorming
✗ the weighted vote
✗ the mental letter
✗ the strategy of catastrophe
✗ the "angel's advocate "
✗ the reformulation of the questions
✗ the questioning techniques
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Brainstorming :
Techniques for conducting meetings and teamwork
Meeting 
The objective of " brainstorming " sessions is to produce as many ideas as 
possible on a given subject in a group, based on creativity, stimulation and 
emulation of the group's members.
The principle of this method is that an idea formulated by someone 
generates a similar , antagonistic, deformed, competing 
Through this process, we seek to give rise to a " storm" of new ideas.
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Brainstorming :
Techniques for conducting meetings and teamwork
Meeting 
Brainstorming is especially effective when looking for solutions to concrete 
problems formulated in terms of "As..?"
For example :
- ...reduce costs?
- ...reduce delivery times?
- ...increase employee satisfaction ?
- ...gain new customers?
“ How to do it to... ”
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Brainstorming , Creative Process
The creative process involves two fundamental phases:
Techniques for conducting meetings and teamwork
Meeting 
• Write, in chronological order, all the ideas that arise in the group.
• Briefly explain ideas as they are written .• Underline the key words in each idea.
1 – Production of ideas...
2 – Exploration of ideas...
• Select the most effective ideas.
• Group ideas of the same nature and group them into sub -themes.
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Review the project 
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Objective change 
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Brainstorming , Creative Process
The two phases of the creative process:
Techniques for conducting meetings and teamwork
Meeting 
1 – Production of ideas...
2 – Exploration of ideas...
Divergence
Convergence
The first phase tends to generate more 
quantity than quality(that's really the 
objective), ...
...hence the second phase is necessary, 
where the ideas that arise are critically 
analyzed .
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Brainstorming , Creative Process
The two phases of the creative process:
Techniques for conducting meetings and teamwork
Meeting 
✗ Originality
✗ Realism
✗ Speed
✗ Effectiveness
The selection of the best ideas should be based on the 
following criteria, in decreasing order of importance :
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Staff Allocation Reports
Manage people and relationships
Control
Define the 
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Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
Brainstorming , Creative Process
Rules to be respected:
Techniques for conducting meetings and teamwork
Meeting 
✗ No to censorship (and self-censorship ) !
judgment is excluded in relation to oneself and others. It is essential that everyone has the 
possibility to think and speak freely without being criticized.
✗ Quantity , first of all !
The greater the number of ideas, the more likely good ideas will emerge .
✗ Eccentricity is welcome!
The more eccentric an idea seems, the better (it is easier to turn an eccentric idea into a 
realistic idea, than a banal idea into an original idea).
✗ .....
The success of a brainstorming session largely depends on 
strict adherence to the following set of rules :
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Variance Reports
Status Reports
Staffing Reports
Managing people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
Brainstorming , Creative Process
Rules to be respected:
Techniques for conducting meetings and teamwork
Meeting 
✗ Demultiplication!
Everyone should be inspired by the ideas of others through analogies , combinations, 
improvements, ...
✗ Don't argue your ideas !
Ideas must be presented with a minimum of explanations but without argumentation
✗ Don't talk at the same time !
When ideas occur abundantly, they should be written down on paper before they are 
expressed .
...The success of a brainstorming session largely depends on 
strict adherence to the following set of rules :
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Variance Reports
Status Reports
Staffing Reports
Manage people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
Brainstorming
The Coordinator:
Techniques for conducting meetings and teamwork
Meeting 
✗ The coordinator:
- not have a tendency to create conflict situations;
- must refrain from expressing value judgments;
- must ensure that everyone participates ;
- must be able to summarize each person's thoughts.
✗ You should also prepare your own list of ideas in advance to use 
when the pace of the session slows down .
Although not mandatory, the existence of a coordinator can be advantageous, 
especially in groups with little experience.
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Variance reports
Status reports
Staff Allocation Reports
Manage people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review project task 
schedule
Goal change orders
Structured brainstorming
Techniques for conducting meetings and teamwork
Meeting 
✗ A limitation that can arise in conventional (unstructured) 
brainstorming sessions is the fact that the entire session is 
conditioned by the first ideas thrown into the discussion ..
✗ In fact, the group will tend to reflect on the same line of thought 
as these ideas, which considerably limits their creativity .
✗ Furthermore, as the first ideas advanced are usually the most 
“evident” and least creative , these sessions may not lead to the 
best solutions.
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Variance Reports
Status Reports
Staffing Reports
Managing people and relationships
Control
Defining the 
management style
Define control tools
Prepare status 
reports
Review project task 
schedule
Objective change 
orders
Structured Brainstorming
Techniques for conducting meetings and teamwork
Meeting 
✗ One way to avoid this and, at the same time, maximize everyone 's 
participation , is to structure the brainstorming session .
✗ In this case, each participant is asked, at the beginning of the 
session , or even before the session begins, to write down their 
own ideas before any interaction between the group members 
takes place.
✗ These ideas are given to the Facilitator at the beginning of the 
session, who posts them on a board, and the discussion then 
develops from there.
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Staff Allocation Reports
Manage people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
Structured Brainstorming
Techniques for conducting meetings and teamwork
Meeting 
✗ In order to maximize everyone's participation, the Animator can 
choose to go through all the members of the group, asking each 
one to present a new idea at a time.
• This way:
✗ the most vocal elements are prevented from monopolizing 
the discussion;
✗ the diversity of ideas analyzed increases ;
✗ while taking advantage of the “energy” generated by the 
interaction between participants.
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Variance Reports
Status reports
Staff Allocation Reports
Manage people and relationships
Control
Define the 
management style
Define control tools
Prepare status 
reports
Review the project 
task schedule
Objective change 
orders
Weighted Vote
Techniques for conducting meetings and teamwork
Meeting 
✗ Weighted voting is a decision tool used when a group has to 
choose between several options whose evaluation depends on 
multiple factors.
• Procedure :
✗ each participant in the group has a total number of points 
to distribute as they see fit across the various options ,
✗ The option that retains the highest number of votes 
Note : In other words, this is a well-known procedure for
voting for "song festivals".
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Variance Reports
Status Reports
Staffing Reports
Managing people and relationships
Control
Defining the 
management style
Define control tools
Prepare status 
reports
Review project task 
schedule
Goal change orders
Group Phenomena
Techniques for conducting meetings and teamwork
✗ Three typical group phenomena that can create obstacles to 
successful group functioning are:
✗ the “sheep”
✗ “cockfighting”
✗ the “silent revolt”