Bijlagen
Bijlage 1
Questionnaire Phoenix Facelift Team, part 1
This questionnaire has been developed as part of a graduation research project that investigates the co-operation within project teams at Philips DAP Hoogeveen. The questionnaire is made up of two parts: one part can be filled in anonymously, but the other part cannot be filled in anonymously on account of the nature of the questions asked. The first part of this questionnaire is not anonymous and deals with the following issues:
• The team’s communication networks
• Performance appraisal and rewards
• One-room approach
• Means of communication
• Competencies of project team members
• Team empowerment
• Co-operation and integration within the team
The meaning of these terms will become clear in the questionnaire. The second part deals with the competencies of the project leader. The information obtained from this part of the questionnaire is used to establish which competencies you as a team consider essential for good project management. This information will give the project leader an indication about his own competency score.
The purpose of this questionnaire is to determine how certain factors influence the co- operation within the Phoenix Facelift Team.
I want to emphasis that all information provided will be handled confidentially. Answers to the questions that are not anonymous will not be made available to others and will only be used to gain more insight into the performance of the team as a whole. This information will only be made available to the team in question and no names will be mentioned in the ultimate research report.
Perhaps you feel certain answers require an explanation. At the end of the questionnaire you get the opportunity to state whether you would like an appointment to provide additional information or to discuss possible obscurities with me in person.
When I have completed my research, I will present the results to your team in a project meeting.
Please return the filled-in questionnaire by internal mail to Karsten Dijkstra at the HRM department of Philips DAP Hoogeveen before Friday 29 March at the latest.
If you have questions regarding this questionnaire, send an e-mail to:
karsten.dijkstra@philips.com
Thanks in advance for your co-operation.
Kind regards, Karsten Dijkstra
Bijlage 2
The team’s communication networks
Within multifunctional project teams, communication is highly important to ensure that the various activities are properly co-ordinated. The purpose of this part of the questionnaire is to establish which project team members communicate a lot or very little with other project team members about certain subjects. This does not mean that some answers are ‘better’ than others. The project leader will be asked what he thinks the communication network within his team looks like. This perception on the part of the project leader will be compared with the actual communication structures. If the project leader’s perception deviates from the actual communication network, this will have consequences for the way he leads his team.
Problem-solving communication
How often did you contact another member of the team when you were unable to solve a problem or had to take a difficult decision? Which member of the team did you contact to solve the problem or help you take the decision? Put an X in the appropriate cell and enter your own name and department in the top left-hand corner of the list below.
How often did you ask for advice and from whom?
Your name:
……….
Your department:
……….
never less than once a month
1-3 times a month
1-3 times a week
every day
Person A
Person B
Person C
Person D
Person E
Person F
Person G
Person H
Person I
Person J
Person K
Person L
Person M
Person N
Person O
Person P
Person Q
Person R
Person S
Person T
Person U
Person V
Person W
Non-work-related communication
With which people do you often talk about matters that are not related to work? Put an X in the appropriate cells.
How often do you talk about matters that are not related to work and with whom?
never less than once a month
1-3 times a month
1-3 times a week
every day
Person A
Person B
Person C
Person D
Person E
Person F
Person G
Person H
Person I
Person J
Person K
Person L
Person M
Person N
Person O
Person P
Person Q
Person R
Person S
Person T
Person U
Person V
Person W
Performance appraisal
The purpose of this part of the questionnaire is to establish how much time you spend on the project and who assesses your performance.
How many hours a week do you work for Philips DAP Hoogeveen? …….. hours
How many hours a week do you devote to the Phoenix Facelift Project? …….. hours
Who assesses your performance with regard to the Phoenix Facelift project? (Tick the appropriate option).
O Only the functional manager/group leader O Only the project leader
O Both to the same extent
O Mainly the functional manager/group leader, who does so in consultation with the project leader
O Mainly the project leader, who does so in consultation with the functional manager/group leader
O Otherwise, namely……….
………...………
…………..………….………
There are appraisal methods that involve assessment by the project leader and the other project team members (with whom you have frequent contact). What is your attitude towards being assessed by other team members?
O Positive because………..………..
O Neither positive, nor negative because...……….….………
O Negative because….……….
O Don’t know
Soft rewards
There are different ways to reward people: hard rewards (financial) and soft rewards (appreciation, compliments etc.) The purpose of this part of the questionnaire is to gain more insight into soft rewards. First indicate whether a certain type of soft reward is offered and how often it is offered by putting a cross in the appropriate cell. Then indicate whether you would like a particular soft reward to be given by putting a cross in the appropriate cells behind the bold line. You can use the empty cells to enter soft rewards that have not been mentioned.
Soft rewards Not given Given
occasionally
Given frequently
Desired soft reward Compliments from other team members
about your work
Compliments from the project leader about your work
Compliments from the management team about your work
Getting a soft reward in the form of a certificate (of appreciation)
Having dinner/lunch together at the end of a project
Getting facilities that increase work comfort Having a night out together (e.g. going to a pub together)
Going on a trip together
Being publicly praised as a team Being publicly praised as an individual Being praised for your work in CoC-Pit
One-room approach
As you will know, the Development Department within Philips DAP Hoogeveen works in so-called ‘one rooms’. Instead of working in traditional offices, developers work in one large room to promote co-operation. The purpose of this part of the questionnaire is to gain more insight into the extent to which the team uses the ‘one room’ and how far apart the desks of the individual team members are. The effect this may have on the communication process will also be examined.
How much of the time spent on the project did you work at each of the following locations?
In the ‘one room’ at the development department: ……… % Behind my desk outside the ‘one room’: ……… % Outside Philips DAP Hoogeveen: ……… % Otherwise, namely ………
_______
100 % (= total time spent on this project)
How close is your desk to the desks of the other project team members? Put a cross in the appropriate cell. The further to the right you put a cross, the further this person’s desk is removed from yours.
Name Together in the ‘one room’
In the same department/o n the same floor
In the same wing of the building
In the same building
Works at a different location
Person A
Person B
Person C Person D
Person E
Person F Person G Person H Person I Person J
Person K
Person L
Person M
Person N Person O
Person P
Person Q Person R
Person S
Person T Person U
Means of communication
As the ways in which people communicate also influence the communication structure, this part of the questionnaire inquires into the means of communication used.
Please indicate how often and by which means you have communicated with the other team members by entering a percentage in the cells below. If you have not communicated at all with a particular team member or if you have not used a particular means of communication, please enter N/A (not applicable).
Name Percentage of e-mails received and sent over the past month
Percentage of face-to-face contacts over the past month
Percentage of telephone conversations over the past month
Percentage of memos/
reports written over the past month
Total
Person A 100 %
Person B 100 %
Person C 100 %
Person D 100 %
Person E 100 %
Person F 100 %
Person G 100 %
Person H 100 %
Person I 100 %
Person J 100 %
Person K 100 %
Person L 100 %
Person M 100 %
Person N 100 %
Person O 100 %
Person P 100 %
Person Q 100 %
Person R 100 %
Person S 100 %
Person T 100 %
Person U 100 %
Person V 100 %
Person W 100 %
Competencies of project team members
The communication skills and interpersonal skills of individual project team members influence the interaction within the team. The purpose of this part of the questionnaire is to gain insight into the competencies you consider important and to what extent you believe you have these competencies. This information will be used to get an impression of the competencies within the team.
In the first column we ask you to indicate to what extent you agree with the statements made by entering a figure on a scale from 1 to 10 (1 is ‘I fully disagree’, 10 is ‘I fully agree’). In the second column we ask you to use the same scale from 1 to 10 to indicate how important you think a particular competency is (1 is ‘entirely unimportant’ and 10 is
‘extremely important’).
Statements Agree/
disagree?
Important?
What I say is always to the point, which allows us to make proper agreements
I am respectful, open and honest to other project team members; I make matters transparent
I tackle conflicts and solve them by direct and open communication
I promote co-operation between the various parts and departments based on a common interest
During the development process I think along with people in other departments
I take the initiative to exchange information, thoughts and ideas
I’m actively building relationships inside and outside the organisation at various levels and with various departments
I’m building long-term relationships and I’m maintaining my contacts on a regular basis
I’m curious to know about the experiences of other people I tackle colleagues about their behaviour and remind them of the agreements made
During team meetings I mention the points that are really important and I refuse to give in on these points
I enter into discussions openly and defend my views; I’m able to hold my ground
I do not hesitate to put pressure on people to make them co-operate or supply data
I’m able to visualise my ideas and proposals and to stress their advantages I radiate confidence regarding my proposals and about what I ask from other people
I remove other people’s aversion by helping to think up solutions to their problems
Team empowerment
Empowerment refers to the degree to which the project team is able to take its decisions independently. The purpose of this part of the questionnaire is to establish what your views are on the team’s level of autonomy: what is the relationship between the team and its surroundings and between the individual team members. Below you find a number of statements about team empowerment. Use a figure on a scale from 1 to 10 to indicate to what extent you agree with the statements.
Statements Agree/
disagree?
Managers outside the team often try to get control over the activities within the team in order to influence the decisions taken by the team
Project team members are only granted a limited amount of flexibility within their functional departments to respond to team needs
Experimenting and taking risks is encouraged within this organisation. No one is blamed for making an honest mistake, because people learn from mistakes Philips DAP Hoogeveen is still highly functionally oriented
The project leader is at a high level in the organisational hierarchy and has a strong bargaining position, allowing him to arrange the proper conditions for the team The project leader mainly has process-related and managerial control over the project, whereas functional managers/group leaders support project team members with their technical expertise
Everyone on the team feels personally responsible for a successful completion of the project
This project team can operate independently from the rest of the organisation The number of people on the team is exactly right: small enough to hold each other responsible for the results and large enough to represent all functions.
The project leader delegates sufficient activities to the team members
This project team gets enough room, power, information and feedback to arrange its own affairs, solve problems and discuss strategies
Co-operation and integration within the team
The statements below deal with the degree of co-operation and integration within the team. State to what extent you agree with the statements by entering a figure on a scale from 1 to 10 (1 is ‘I fully disagree’ and 10 is ‘I fully agree’).
Statement Agree/
disagree?
I am properly integrated in this team
I strongly focus on co-operation within this team There is openness and trust within this team
Do you want an appointment?
If you have additional questions or comments regarding this questionnaire, would you like to discuss these issues with me in person? Tick the appropriate box.
O Yes O No
If you have additional comments and/or questions, please enter them on the dotted lines below.
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Thanks for filling in this questionnaire!
Please send the filled-in questionnaire to Karsten Dijkstra at the HRM department.
Questionnaire Phoenix Facelift Team, part 2
This part of the questionnaire deals with the competencies of the project leader.
Literature mentions a number of major competencies required to adequately manage a project team. The purpose of this part of the questionnaire is find out which competencies you consider important and which of these competencies the project leader of the Phoenix Facelift Team possesses and which of them he doesn’t possess.
Competencies of the project leader
The following statements relate to the competencies of the project leader. In the first column we ask you to indicate to what extent you agree with the statements made by entering a figure on a scale from 1 to 10 (1 is ‘I fully disagree’, 10 is ‘I fully agree’). In the second column we ask you to use the same scale from 1 to 10 to indicate how important you think a particular competency is (1 is ‘entirely unimportant’ and 10 is
‘extremely important’).
Statement Agree/
Disagree?
Important?
The project leader is supportive towards project team members: he clarifies problems and enables project team members to do their work better
The project leader behaves naturally and is honest towards all project team members; he invites criticism.
The project leader is able to develop the skills of other project team members, allowing them to make the best of themselves
The project leader is objective in his dealings with various project team members and takes the input of each individual member seriously The project leader is able to avoid dysfunctional, personal conflicts and is able to encourage functional, content-related conflicts.
The project leader is able to speak every functional language and to stimulate communication between the functions in this way.
The project leader is able to structuralise the interaction process within the group: awkward problems are divided into smaller, more manageable problems
The project leader is able to keep team discussions on the right track to ensure that the ultimate project goal is achieved
The project leader is able to make every project team member participate in the discussions equally: shy people are stimulated and more assertive people are slowed down
During the weekly project team meeting the project leader puts the right questions to the project team members to clarify matters and to avoid misunderstanding in the communication
The project leader is able to keep all project team members involved and motivated throughout the project
The project leader is able to make a diverse group of people function like a unit
The project leader pays enough attention to team building
Thanks for filling in part 2!
Please send this part (anonymously) to Karsten Dijkstra at the HRM department.
