[SOLVED] Pro- Engineering

abstract
introduction
role explanation
with our previous work-related role explanation
conflict of interest explanation with the role
clear conclusion
minimum 15+ references all are in Harvard style
appendix
footnotes

Belbin Team Role
Report for

PURUSHOTHAM REDDY
POTHIREDDY

University of Northumbria
KB7036 People in Project Management

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer
Finisher

Specialist

Creative, imaginative, free-thinking.
Generates ideas and solves difficult

problems.

Ignores incidentals. Too
pre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative.
Explores opportunities and develops

contacts.

Over-optimistic. Loses
interest once initial

enthusiasm has passed.

Mature, confident, identifies talent.
Clarifies goals. Delegates effectively.

Can be seen as manipulative.
Offloads own share of the

work.

Challenging, dynamic, thrives on
pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends
people’s feelings.

Sober, strategic and discerning. Sees
all options and judges accurately.

Lacks drive and ability to
inspire others. Can be overly

critical.

Co-operative, perceptive and
diplomatic. Listens and averts friction.

Indecisive in crunch
situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas
into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to
respond to new possibilities.

Painstaking, conscientious, anxious.
Searches out errors. Polishes and

perfects.

Inclined to worry unduly.
Reluctant to delegate.

Single-minded, self-starting, dedicated.
Provides knowledge and skills in rare

supply.

Contributes only on a narrow
front. Dwells on technicalities.

PURUSHOTHAM REDDY POTHIREDDY

Team Role Overview

SPI completed on 25-Feb-2022
© BELBIN 2011 Page 3 Report printed on 25-Feb-2022

The bar graph in this report shows your Team Roles in order from highest to lowest, using all available
information. The other pages of your report will analyse your Team Role Overview in more detail.

This report is based upon your Self-Perception only.

Percentile

Team Role

100

CF CO IMP TW RI ME PL SP SH

Key

CF Completer Finisher

CO Co-ordinator

IMP Implementer

TW Teamworker

RI Resource Investigator

ME Monitor Evaluator

PL Plant

SP Specialist

SH Shaper

The graph above shows your Team Roles in order of preference. Some people have an even spread of
Team Roles whilst others may have one or two very high and very low Team Roles. An individual does
not necessarily show all nine Team Role behaviours.

This graph is based solely on your views. In addition to analysing your own views, you can ask others to
complete Observer Assessments to provide feedback about the Team Role behaviours they observe in
you. This is useful because Team Role contributions are about the way others see us and work with us,
as well as the way we perceive ourselves.

PURUSHOTHAM REDDY POTHIREDDY

Your Team Role Preferences

SPI completed on 25-Feb-2022
©

Belbin Team Role
Report for

PURUSHOTHAM REDDY
POTHIREDDY

University of Northumbria
KB7036 People in Project Management

Team Role Summary Descriptions

Team Role Contribution Allowable Weaknesses

Plant

Resource

Investigator

Co-ordinator

Shaper

Monitor

Evaluator

Teamworker

Implementer

Completer
Finisher

Specialist

Creative, imaginative, free-thinking.
Generates ideas and solves difficult

problems.

Ignores incidentals. Too
pre-occupied to communicate

effectively.

Outgoing, enthusiastic, communicative.
Explores opportunities and develops

contacts.

Over-optimistic. Loses
interest once initial

enthusiasm has passed.

Mature, confident, identifies talent.
Clarifies goals. Delegates effectively.

Can be seen as manipulative.
Offloads own share of the

work.

Challenging, dynamic, thrives on
pressure. Has the drive and courage to

overcome obstacles.

Prone to provocation. Offends
people’s feelings.

Sober, strategic and discerning. Sees
all options and judges accurately.

Lacks drive and ability to
inspire others. Can be overly

critical.

Co-operative, perceptive and
diplomatic. Listens and averts friction.

Indecisive in crunch
situations. Avoids

confrontation.

Practical, reliable, efficient. Turns ideas
into actions and organizes work that

needs to be done.

Somewhat inflexible. Slow to
respond to new possibilities.

Painstaking, conscientious, anxious.
Searches out errors. Polishes and

perfects.

Inclined to worry unduly.
Reluctant to delegate.

Single-minded, self-starting, dedicated.
Provides knowledge and skills in rare

supply.

Contributes only on a narrow
front. Dwells on technicalities.

PURUSHOTHAM REDDY POTHIREDDY

Team Role Overview

SPI completed on 25-Feb-2022
© BELBIN 2011 Page 3 Report printed on 25-Feb-2022

This report is based on your Self-Perception plus 4 Observer Assessments.

Percentile

Team Role

100

CF CO PL TW IMP RI SH SP ME

Key

CF Completer Finisher

CO Co-ordinator

PL Plant

TW Teamworker

IMP Implementer

RI Resource Investigator

SH Shaper

SP Specialist

ME Monitor Evaluator

This graph is a combination of your views and those of your Observers. When we combine all the
information together, we take account of how closely your perception of yourself agrees with others’
views of you. Many factors are taken into account when deriving your final Team Role composition.

PURUSHOTHAM REDDY POTHIREDDY

Analysis of your Team Role Composition

114

APM Body of Knowledge 7th edition

3.1.5 Conflict resol u tion

Facilitating win-win solu tions where possible

Conflict arises when there are differ ing opin ions and/or oppos ing interests between stake
hold ers that matter to the people involved and are not easily recon ciled. Conflict may be asso
ci ated with the task being under taken, the process used to perform the task or rela tion ships
between people.
Outside of the work place, people have a choice whether to ignore a conflict or address it.
Project profes sion als do not have the same choices at work as they have in their personal lives.
Usually, ignor ing the conflict and the people involved is not an accept able way of safe guard ing
the success of the project, programme or port fo lio.
There are choices that can be made whether to ‘manage’ a conflict, i.e. prevent it from being
an ongoing issue but typic ally requir ing one or other party to lose some thing of value to them,
or to ‘resolve’ a conflict, i.e. enable a winwin solu tion.
Taking a conflict resol u tion perspect ive, rather than conflict being perceived as negat ive – an
unwanted struggle – conflict is an oppor tun ity to add value, using an ‘everyonecanwin’
approach.
A common model to use when consid er ing approaches to the manage ment or resol u tion of
conflict is the one depic ted in Figure 3.1.5. This model encour ages people to think about
conflict using two dimen sions:

� the desire to achieve own object ives;

� the desire to achieve others’ object ives.

Investing the time neces sary to achieve both one’s own and others’ object ives is not always the
right thing to do – it depends on how much resolv ing the conflict matters to achiev ing the
object ives and bene fits, and the degree to which it is import ant to build/preserve longterm
rela tion ships between the parties involved.
Where a winwin is neces sary, the project profes sional needs a high level of skill in facil it a tion
to be able to under stand and creat ively align goals.
Other skills are import ant, depend ing on the conflict manage ment/resol u tion mode that is
desired, e.g.:

� Assertiveness skills: To stand up for the project and what is required for success.

� Listening skills: To under stand the perspect ives of the people involved.

� Personal resi li ence: When the project context is highly charged with many conflicts to
manage.

Sometimes, it is neces sary to involve other parties to resolve a conflict, e.g. the project sponsor/
other stake hold ers as part of governance, a neutral medi ator (from inside or outside of the
organ isa tion) or an arbit ra tion service to prevent the conflict escal at ing into litig a tion or indus
trial action. Projects need clear proto cols for escal at ing conflicts either to project governance,
or to the relev ant programme or port fo lio level and for decid ing when the organ isa tion needs
to go straight to litig a tion, or to altern at ive dispute resol

Department of Mechanical and Construction Engineering
Faculty of Engineering and Environment

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 1 of 6

Assessment Brief Assessment Components 001 and 002

1 Module Key Information

1.1 Module Title

People in Project Management

1.2 Module Code Numbers

KB7030 (Newcastle) and AT7027 (Amsterdam)

1.3 Module Level and Points

Level 7 and 20 points

1.4 Summative Assessment Component(s) and Weighting(s)

▪ Assessment Component 001: Coursework …………………………………………………………. 10% weighting
▪ Assessment Component 002: Coursework …………………………………………………………. 90% weighting

1.5 Module Leader

Dr Allan Osborne

1.6 Academic Year

Semester 2 2021-22

1.7 Cohorts

Newcastle and Amsterdam students

2 Assessment Submission and Feedback

2.1 Assessment Overview

The module has two components of summative assessment. These include:

▪ Assessment Component 001 is a piece of coursework in the form of a Peer Review (Steps 1 & 2)
▪ Assessment Component 002 is a piece of coursework in the form of an Academic Paper

2.2 Release Date of Assessment Brief

The module leader released the assessment brief to you on the following date and time:

▪ 09:00 (UK time) on Monday 21 February 2022

2.3 Medium Used to Disseminate Assessment Brief

You can find a digital copy of this assessment brief from the Content > Assessment sub-folder in the
Blackboard (Bb) course.

2.4 Date(s) and Time(s) of Submission

You are required to submit these assessment components by no later than the following dates and times:

1. Peer Review Step 1…………………………………………….. 13:00 (UK time) on Monday, 21 March 2022
2. Peer Review Step 2……………………………………….. 13:00 (UK time) on Wednesday, 30 March 2022
3. Academic Paper ………………………………………………………. 13:00 (UK time) on Monday, 9 May 2022

2.5 Return Date of Unconfirmed Internally Moderated Mark and Feedback

The module leader will post your Peer Review Step 2 feedback and your unconfirmed internally
moderated mark and feedback for the Academic Paper by no later than the following dates and times:

1. Peer Review Step 2…………………………………………………. 13:00 (UK time) on Monday, 4 April 2022

Dr Allan Osborne | KB7036 and AT7026 People in Project Management Page 2 of 6

2. Academic Paper …………………………………………………… 13:00 (UK time) on Thursday, 9 June 2022

2.6 Mechanism for Return of Mark(s) and Feedback

The module leader will use the Turnitin digital submission tool to return your feedback and unconfirmed
internally moderated mark for the Academic Paper. You can find the relevant Bb Assignment and Turnitin
digital submission tools in the Bb course from the Content > Assessment >

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