Introduction |
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| 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 |
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The staff assignments implicitly define the individual skills and team skills available to build upon.
The project plan describes the technical context within which the team operates.
Refer to the staffing management plan.
Performance reports provide feedback to the project team about performance against the project plan.
The project team must periodically measure itself against the performance expectations of those outside the project.
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.
General management skills are important to team development.
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.
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.
Training includes all activities designed to enhance the skills, knowledge and capabilities of the project team.
The primary output of team development is improved project performance. For example:
Project staff should generally provide input to the performance appraisals of any staff members that they interact with in a significant way.