¶ … Project Team
All teams go through a process of 'forming, storming, norming, performing, and adjourning' when they are being created. These states tend to be predictable and sequential, although some teams spend more time at particular stages than other teams. Teams can also regress, particularly if new players are added. As seen in exhibit 13.3 project managers must be aware of the different dynamics and needs of the team at different stages, when it is tentatively establishing roles (forming); when people are jockeying for position (storming); when the team goal and roles are being clarified (norming); when the team is functional and reaching its goal (performing); and finally when it disbands (adjourning).
High-performing teams (as seen in Exhibit 13.4) have clear, strong personal values which facilitate achieving both the personal rewards of members and the project results. Self-direction, personal responsibility, and a high need for achievement are some of the values which can facilitate the team's ability to perform at a high level. As well as strong personal goals team leaders should facilitate working together by selecting the right team skill mix and encouraging members to work with one another. Personal conflict should be discouraged although not necessarily conflict over ideas. Encouraging positive interdependence results in high team morale and genuine enjoyment of the work being done.
13.2c. Even though teams are ultimately evaluated upon their collective results,...
Activity-specific knowledge and skills; personal planning, control, and ability to learn; understanding of the organization; and interpersonal skills and creativity are all indicators of a potentially high-performing teammate. These cluster of skills indicate that a good team player has individual competence but to be able to leverage those individual capabilities, he or she must also have sensitivity to others and be willing and able to share those capacities for a larger good and goal.
13.2d A manager must be able to assess the team collectively as well as individually, however, once again reinforcing the notion that a good team is greater than the sum of its parts. Exhibit 13.5 illustrates different team success factors which can help explain why a team stands or falls, including team leadership, strong communication skills, opportunities for recognition, and other combinations of personal and interpersonal factors which help create an environment which promotes rather than inhibits success. Strong leadership is critical to success but a number of these success factors relate purely to how the team functions as an entity. However, all critical success factors can be influenced by the project manager, both internal and external to the team.
13.2e. Project managers can facilitate success through demonstrated personal leadership; using project management tools; using situational…
