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Chapter 11 - Managing project teams. The main contents of the chapter consist of the following: The five-stage team development model, situational factors affecting team development, building high-performance project teams, managing virtual project teams, project team pitfalls. | Where We Are Now 11– High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team 11– Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other 11– Building High-Performance Project Teams Recruiting Project Members Factors affecting recruiting . | Where We Are Now 11– High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team 11– Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other 11– Building High-Performance Project Teams Recruiting Project Members Factors affecting recruiting Importance of the project Management structure used to complete the project How to recruit? Ask for volunteers Who to recruit? Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy 11– Project Team Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings 11– Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals 11– Managing Project Reward Systems Group Rewards Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance? Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility 11– Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a .
