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Forming contract management teams
For large contracts you may have
“core teams” & “extended teams”

ract
t
n
Co

Different contracts require
different managers:
“Arms-length” relationships require
people who are good at applying
contract law
Co-operative relationships require good
people managers
ITC

M9:U2:2
...
2-1

Contract Managers: Skills,
Competencies & Experience
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ITC

An excellent communicator
Relationship builder / good interpersonal skills
Able to focus on issues & not personalities
Has a working knowledge of the technical issues
Respected, influential, & politically aware
Knowledge of risk management techniques
Knowledge of contract law
Ability to see the “big picture”
Skilled in project management techniques
Skilled negotiator
M9:U2:2
...
3-1

Action Point

2
...
3-2

Teamwork
 Personality types
3 dimensions:
 A fundamental “self-image” of who they are
 A preferred “ideal-image” of the way they
would like to be
 An “outward appearance” which they
portray when interacting with others

ITC

M9:U2:2
...
4-1

Personality types
1
...
Write down
a few key words or phrases that you think best
describe each of the following three dimensions of
his/her personality
...
Now repeat this exercise by reflecting on your own
personality
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4-2

Teamwork
 Personal working / management styles
 Thinking
 Feeling
 Process-oriented
 Job/task-oriented

 Each style has its own strengths & weaknesses
 A person’s style is usually a combination of these 4
styles

ITC

M9:U2:2
...
4-4

Using personality types
 Different personalities can be more suited to different tasks
and more useful at different stages of the contract
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Project teams should be a mix of differnt types
Job/task-oriented groups and individuals should consult with
people of opposite types before finalising decisions

 Those with greater “power” should make a greater effort to
accomodate different styles

 People should strengthen their weak sides & be open to ideas
from other types

ITC

M9:U2:2
...
4-2

Personal working / management styles – I
1
...
Write down below the
main features of this person’s management style
...
4 2 in the
Coursebook, or use others, to best reflect his/her
style, as you see it
...
Now repeat this exercise for yourself
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4-6

Action Point

2
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After describing in the previous Action Point your style
by writing down the main features, now complete the
questionnaire which will help you to determine your
style in a more precise way
...
Indicate the
strength of your preference for each item in the pair by
allocating a total of 5 points to each pair of options, i
...

5-0, 4-1, 3-2, 2-3, 1-4, 0-5, where 5 points = highest
preference, and 0 points = lowest preference
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4-7

Action Point

2
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– Sum of "a"-scores of questions 1 trough 8
– Sum of "b"-scores of questions 1 trough 8
– Sum of "a"-scores of questions 9 trough 16
– Sum of "b"-scores of questions 9 trough 16
• The interpretation of the score is determined as follows:

ITC

M9:U2:2
...
4-3 (Cont’d)

Personal working / management styles – II
2
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e
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4-9

Action Point

2
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• Identify the different team members and make some
notes about their personality
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• Make notes about the different responsibilities that were
given to different members
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4-10

Action Point

2
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• Were there any problems during the project? Were they
connected to people being assigned tasks unsuitable to
their personalities or working with very different
personalities?
• Was there a balance of personalities in the group?
• How would you change the team dynamics?
• Discuss your experience with other members of your
group
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4-11

ITC



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