introduction
Develop Team: Develop Team is a process under Project Resource Management in which the project manager tries to improve the competencies, environment and interaction of team member interaction with a view to enhance project performance.
Develop project team is a very important executing process whose main objective is on team building in concert with improving their performance, and like many executing process is will be performed throughout the project
. For obvious reasons this process should be started early on in the project as it is a well-known fact that the members of a team perform much better than just a group of individuals.
concepts
- Recognition and Reward System : to make rewarding system better , we should make link between performance and reward clear
- HALO effect : give the team member wrong impression , for example “you are good programmer , and in future you will be good project manager ” , but actually he is NOT
- The project manager must ensure that the necessary skills are developed as part of the project. If the required training will benefit the organization after completion of the project, the cost of such training may be considered an organizational expense.
TUCKMAN ladder model
TUCKMAN ladder model for team-building activities
forming :
- people are brought together as tam
storming :
- there are disagreements as people learn to work
Norming:
- team member begin to build good relationship
performing:
- the team become efficient and work effectively together
adjourning :
- the project end , and team disbanded (released )
Team Development Actions
Actions involved in Team Development Process :
- encourage team work
- use soft skills like : leadership , emotional intelligence , empathy ,
- assess team member : strength ,weakness , to help them work together
- establish trust between project manager and team member
- capitalize on cultural deference
- conduct team building activates , from initiating to closing
- provide training for team member where needed
- establish (ground rules )for team members behavior on meetings
- effectively use recognition and reward system
- assess team members performance
- motivate
- create team culture (team spirit )
process inputs -techniques -outputs
Inputs
- HR management plan
- project staff assignment
- resource calendar
Techniques
- interpersonal skills
- training
- team-building activities
- ground rules
- collocation
- recognetion and reward system
- personal assessment tools
Outputs
- team performance assessment
- update EEF
Develop Team Inputs
Develop Team Inputs include :
Project Management Plan
Resource management plan–the output of process Plan Resource Management, this is where the procedures and guidelines are for doing all of the other processes in the resource management knowledge area.
Here are the procedures you need to have in place as inputs to this process of developing the team:
- Roles and responsibilities–listing the roles, authority levels, responsibilities, and competencies of various members of the project team
- Project organizational charts–this graphically displays the reporting relationships among project team members
- Training–training strategies for team members
- Team development–methods for developing the project team from a collection of individuals into a cohesive group working towards the same objectives
Project Documents
These are the project documents that will be inputs for this process and will be updated as a result of the process.
- Lessons learned register–lessons learned with regard to developing the team will be put in this process for use in later phases of the project in order to improve team performance
- Project schedule–there will need to be definitions of how and when to provide training to the project team added to the project schedule.
- Project team assignments–this will identify the team roles and member responsibilities for all members of the project team.
- Resource calendars–normally used to identify availability of team members during the course of the entire project, this process will also add the times when project team members can participate in team development activities.
- Team charter–the project sponsor can document any team operating guidelines that describes how the team should operate together.
Enterprise Environmental Factors
- Human resource management policies (based on regulations or laws)
Organizational Process Assets
- Lessons learned repository and historical information from previous similar projects.
Develop Team: Tools and Techniques
Develop Team: Tools and Techniques
Colocation
- Co-location means placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team.
- It can be temporary, for example when having a project kickoff meeting or doing planning meetings, or it can be throughout the project.
- It’s not just a shared meeting room, but often times places in that room to post schedules and other ways of communicating in order to create a sense of community.
Virtual Teams
- Whereas co-location depends on face-to-face interaction, virtual teams by necessity depend on virtual interaction in order to communicate.
- Co-location and virtual teams are not mutually exclusive; you can have co-location of your main project team with virtual teams consisting of the “satellite” offices that participate in your project.
- Because virtual interaction creates challenges, it is important to use communication technology to address issues of team development when using virtual teams
Communications Technology
- It is important to address team development issues in co-located and virtual teams by using communication technology effectively.
- This means having clear rules for meetings, being aware of cultural differences, and creating mechanisms to follow up on action items that require coordination of virtual teams.
- A shared portal for information sharing, video conferencing, audio conferencing, and e-mail/chat are examples of communications technology that can be used to help develop the team.
Interpersonal and Team Skills
The interpersonal and team skills that a project manager needs to develop a project team include the following:
- Conflict management–it is important to resolve conflicts in a timely manner and in a constructive way that is perceived to be fair in order to achieve a high-performing team.
- Influencing–if you need to gather relevant and critical information to address important issues and teach agreements, it is important to first create a relationship of trust with others on the team so that they will be forthcoming with that information.
- Motivation–knowing what motivates team members will empower them to work independently yet also be willing to participate in group decision-making
- Negotiation–in many cases, making a decision will require consensus-building, and negotiating this requires building trust among the team members.
- Team building–this consists of conducting activities that enhance the team’s social relations and build an environment where team members can collaborate and cooperate.
Recognition and Rewards
- Although it is important to create a plan for rewarding team members who exhibit desirable behavior on a project,
- rewards are effective when they satisfy a need that is valued by that individual. The differences between individuals should be considered when determining recognition and rewards.
- It is not just tangible awards like money that motivate people, but intangible rewards such as recognition that helps to build confidence and self-esteem.
Training
- Training includes all activities designed to enhance the competencies of the project team members.
- Scheduling for training needs to be considered in the overall project schedule, and the costs for training need to be included in the project budget.
Individual and Team Assessments
- Assessment tools for individuals and the entire project team help the project manager gain insight into their areas of strengths and weaknesses, so that those strengths can be recognized and enhanced, while weaknesses are dealt with in the context of feedback, not of failure.
- Some assessments can also help identify personality types, which assists a project manager in developing skillful means of communicating with people and motivating them to work together on the project.
Meetings
- this is a generic tool and technique for many project management processes, but meetings are especially important in the team-building process because that is where the “culture” of a project is created and maintained.
Develop Team: Outputs
Develop Team: Outputs
Team Performance Assessments
The project management team needs to assess the performance of the team at the outset and during the course of the project
The initial assessment will indicate whether there is a need for
- Improvements in technical skills that help individuals work better to perform their assignments
- Improvements in competencies that help team members perform better as a team
- Increased team cohesiveness through sharing of information and experiences
As a result of this assessment, changes may be identified for specific training or resources needed to implement the recommended improvements.
Change Requests
- If, as a result of the team performance assessment (see previous paragraph), changes are recommended for training or additional resources, then the change request is made and processed in process Perform Integrated Change Control.
Project Management Plan Updates
- As a result of the team performance assessment, changes may be made not just for additional training or resources, but to the resource management plan itself.
Project Documents Updates
- Lessons learned register–if there are challenges encountered during the process of developing the team, then these lessons learned are added to the register so that approaches that worked well can be continued throughout the project, whereas approaches that did not work well can be avoided.
- Project schedule–if additional training is indicated as a result of reviewing the team performance assessment , then the activities for that additional training are added to the project schedule.
- Project team assignments–if as a result of reviewing the team performance assessment, some adjustments are made to the agreed-upon assignments (including changes to people’s roles and responsibilities), then these changes are made in the project team assignment documentation.
- Resource calendars–if additional resources are identified as needed as a result of the team performance assessment, the schedule of availability for these additional resources is updated to the resource calendar.
- Team charter–if there are operating guidelines that are identified as being needed to be changed as a result of the team performance assessment, then the team charter may be updated to reflect these changes.
Enterprise Environmental Factors Updates
- Skill assessments
- Employee development plan reports (for inclusion in human resource records)
Organizational Process Assets Updates
- Personnel assessment
- Training requirements.
