Chapter 10
High Performance Project Team
Stages of team development:
Forming a team is a beginning of a real work in project management. A team begins as a collection of individuals. The initial reactions reflect the uncertainty everyone feels at outset, team member mostly pride and honored being selected as a team member for a new project. At the beginning each member excited about the work will be done and his/her responsibility and how working with these new member will be when starting the new assignment, at this stage the member still does not feel related yet until the work start. Project manager should use his/her leadership strategies to ease the tension by providing structure and clear direction. Project manager at this stage should provide the project goals and purpose of the group. Members should know their responsibility and their roles in this project and establish team expectations. The initial steps of any project are not easy and needs a lot of work form all team members, project manager and sponsor. Members of a team should be engaged in decision making to address their concerns. Norming is stage where the team members feel they are part of the project and they have their goals and roles are clear. Team’s members start to trust each other and focus on team goals, because their own need for role clarity has been met.
Project manager should help in building a positive environment from the first time the team as group gets together. Ground rules are explicitly stated expectation about team behavior and values. Making team’s expectations explicit accomplishes three things: Team members understand what is expected of them as a member of an interdependent group. Second the team has an opportunity to form and own its culture. Third team’s need for structure should be met.
Chapter 11
Communication
Good communication considered as a key for successful projects. Members of team work together to accomplish a unique goal, they need to coordinate their activities, agree on responsibilities, and reevaluate their progress. A good project communication structures make it easier for member to communicate and interact. Project manager should follow a solid foundation in project management by communicating successfully with all participants on the project. Project manager should follow a systematic approach to staying in control of the project such as:
The kickoff checklist is a guide for putting all the pieces in place he put the project in motion.
Use the task assignment to make sure each team member clearly understands his or her responsibility.
The meeting agenda is structured to help project manager to prepare for meeting and take useful meeting minutes.
A status report for management should be brief and focused to help the audience read it quickly and identify any necessary action
Evaluate project and project management style with the control checklist on a regular basis
Keeping track of problems that need to be resolved
The change log and change request provide structure to keep track of the many proposed and accepted changes on the project
When the project is finished, the project closure report summarizes the outcome of the project and compares the original goal with what actually happened
Closeout reporting is mostly neglected activity in project management. The end of a project may coincide with delivery of a final product or may simply be the end of a product development phase. Some closeout activities include:
Notifying all participants of the new status of a project and whom to contact in future.
Giving product improvement ideas that were not used on the project to the team supporting the product
Detailing any open tasks or unresolved issues by means of an updated project plan.
Chapter 14
Solving Common Project Problems:
Disaster Recovery: when a company hires a new project manager after a problem or a disaster was occurred in the project as a new project manager should first start with statement of work. Clarify the project goals, then prioritize the remaining scope and clarify why project missing the deadline and why it runs over budget. By using the work breakdown structure and critical path analysis, project manager will figure out the best possible schedule scenario. New manager should form a realistic schedule and get the management agreement on it. For work package estimates, new project manager should use actual performance so far to create realistic estimates. New project manager will deal with exhausted, frustrated team members after the problem of achieving and completing the project on time. Project manager should hold frequent status meetings focusing on completing near-tasks keep the project manager on top of progress and allow solving problems early.
The impossible dream:
When the project manager received a deadline and a budget that are impossible, he or she should first check the project’ statement of work and be extremely clear about the project’s purpose, scope, and deliverables. Project manager should make sure that the scope and deliverables are really necessary to accomplish the purpose. Project manager should develop more than one plan for what can be done. Project manager should perform risk assessment at both the high level and the detail level to find the danger points. Project manager should frequently monitor and watch for new risk not to happen. In order for project manager to meet a schedule that impossible he/she should change the stakeholders’ expectations.
High Performance Project Team
Stages of team development:
Forming a team is a beginning of a real work in project management. A team begins as a collection of individuals. The initial reactions reflect the uncertainty everyone feels at outset, team member mostly pride and honored being selected as a team member for a new project. At the beginning each member excited about the work will be done and his/her responsibility and how working with these new member will be when starting the new assignment, at this stage the member still does not feel related yet until the work start. Project manager should use his/her leadership strategies to ease the tension by providing structure and clear direction. Project manager at this stage should provide the project goals and purpose of the group. Members should know their responsibility and their roles in this project and establish team expectations. The initial steps of any project are not easy and needs a lot of work form all team members, project manager and sponsor. Members of a team should be engaged in decision making to address their concerns. Norming is stage where the team members feel they are part of the project and they have their goals and roles are clear. Team’s members start to trust each other and focus on team goals, because their own need for role clarity has been met.
Project manager should help in building a positive environment from the first time the team as group gets together. Ground rules are explicitly stated expectation about team behavior and values. Making team’s expectations explicit accomplishes three things: Team members understand what is expected of them as a member of an interdependent group. Second the team has an opportunity to form and own its culture. Third team’s need for structure should be met.
Chapter 11
Communication
Good communication considered as a key for successful projects. Members of team work together to accomplish a unique goal, they need to coordinate their activities, agree on responsibilities, and reevaluate their progress. A good project communication structures make it easier for member to communicate and interact. Project manager should follow a solid foundation in project management by communicating successfully with all participants on the project. Project manager should follow a systematic approach to staying in control of the project such as:
The kickoff checklist is a guide for putting all the pieces in place he put the project in motion.
Use the task assignment to make sure each team member clearly understands his or her responsibility.
The meeting agenda is structured to help project manager to prepare for meeting and take useful meeting minutes.
A status report for management should be brief and focused to help the audience read it quickly and identify any necessary action
Evaluate project and project management style with the control checklist on a regular basis
Keeping track of problems that need to be resolved
The change log and change request provide structure to keep track of the many proposed and accepted changes on the project
When the project is finished, the project closure report summarizes the outcome of the project and compares the original goal with what actually happened
Closeout reporting is mostly neglected activity in project management. The end of a project may coincide with delivery of a final product or may simply be the end of a product development phase. Some closeout activities include:
Notifying all participants of the new status of a project and whom to contact in future.
Giving product improvement ideas that were not used on the project to the team supporting the product
Detailing any open tasks or unresolved issues by means of an updated project plan.
Chapter 14
Solving Common Project Problems:
Disaster Recovery: when a company hires a new project manager after a problem or a disaster was occurred in the project as a new project manager should first start with statement of work. Clarify the project goals, then prioritize the remaining scope and clarify why project missing the deadline and why it runs over budget. By using the work breakdown structure and critical path analysis, project manager will figure out the best possible schedule scenario. New manager should form a realistic schedule and get the management agreement on it. For work package estimates, new project manager should use actual performance so far to create realistic estimates. New project manager will deal with exhausted, frustrated team members after the problem of achieving and completing the project on time. Project manager should hold frequent status meetings focusing on completing near-tasks keep the project manager on top of progress and allow solving problems early.
The impossible dream:
When the project manager received a deadline and a budget that are impossible, he or she should first check the project’ statement of work and be extremely clear about the project’s purpose, scope, and deliverables. Project manager should make sure that the scope and deliverables are really necessary to accomplish the purpose. Project manager should develop more than one plan for what can be done. Project manager should perform risk assessment at both the high level and the detail level to find the danger points. Project manager should frequently monitor and watch for new risk not to happen. In order for project manager to meet a schedule that impossible he/she should change the stakeholders’ expectations.
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