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9.3 Team Development

Introduction

Team Development includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team. Individual development (managerial and technical) is the foundation necessary to develop the team.

Team development is often complicated when individual team members are accountable to both a functional manager as well as a project manager. The project manager must effectively manage such dual reporting relationships.

9.3.1 Inputs

  1. Project staff
  2. Project plan
  3. Staffing management plan
  4. Performance reports
  5. External feedback

9.3.2 Tools & Techniques

  1. Team-building activities
  2. General management skills
  3. Reward and recognition systems
  4. Collocation
  5. Training

9.3.3 Outputs

  1. Performance improvements
  2. Input to performance appraisals

 

 

 

 

 


9.3.1 Team Development - Inputs

9.3.1.1 Project staff

The staff assignments implicitly define the individual skills and team skills available to build upon.

 

9.3.1.2 Project plan

The project plan describes the technical context within which the team operates.

 

9.3.1.3 Staffing management plan

Refer to the staffing management plan.

 

9.3.1.4 Performance reports

Performance reports provide feedback to the project team about performance against the project plan.

 

9.3.1.5 External feedback

The project team must periodically measure itself against the performance expectations of those outside the project.

 

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9.3.2 Team Development - Tools and techniques

9.3.2.1 Team building activities

Team building activities include management and individual actions taken specifically and primarily to improve team performance. Many actions, such as involving non-management-level team members in the planning process or establishing ground rules for surfacing and dealing with conflict, may enhance team performance as a secondary effect.

 

9.3.2.2 General management skills

General management skills are important to team development.

 

9.3.2.3 Reward and recognition systems

These are formal management actions which promote or reinforce desired behavior. To be effective such systems must make the link between performance and reward clear, explicit and achievable. Projects must often have their own reward and recognition systems since the systems of the performing organization may not be appropriate. Such systems should also consider cultural differences.

 

9.3.2.4 Collocation

Collocation involves placing all, or almost all, of the project team members in the same physical location to enhance their ability to perform as a team. Collocation is widely used for large projects and can also be effective on snmall projects eg a war room.

 

9.3.2.5 Training

Training includes all activities designed to enhance the skills, knowledge and capabilities of the project team.

 

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9.3.3 Team Development - Outputs

9.3.3.1 Performance improvements

The primary output of team development is improved project performance. For example:

 

9.3.3.2 Input to performance appraisals

Project staff should generally provide input to the performance appraisals of any staff members that they interact with in a significant way.

 

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