The Complete PMO Chapter 12 - Team Development Please Note that the following Slide text is derived from the content in The Complete Project Management Handbook by Gerald Hill Project Team The fundamental staffing unit within the PM environment whose size and complexity corresponds to the size and complexity of the project. PMO Team Development Responsibility The PMO facilitates team development by establishing the procedures to: 1) form project teams, 2) govern team development/performance, and 3) help project managers develop/apply project team leadership/management concepts/practices consistent with industry standards and guidance for resource management within the relevant organization. • Establishes practices for developing cohesive project teams. • Develops guidance for performance of geographically separated teams. • Introduces team development tools and techniques for use by project managers. • Monitors and manages project team performance improvement initiatives. Team Development Activities Across the PMO Continuum Project Office Basic PMO Standard PMO Advanced PMO Center of Excellence Manages individual Introduces concepts of Establishes and Expands practices to Conducts research and integration into project project team dynamics manages practices for develop project analysis of team teams and participation project team manager leadership performance in team development development skill and capability efforts Incorporates project Implements tools and Specifies project Performs formal and team development techniques for project manager team informal examinations guidance into team development development and of project team methodology leadership skill performance Facilitates and requirements Recommends manages project Recommends project remedies and team development Monitors project team composition reconciliation actions activities managers' team for distressed team leadership skill and performance capability Team Development Activities across the PMO Continuum The PMO provides oversight of the capacity of persons with the PM environment to lead and develop effective and efficient project teams. • Project Office – Applies leadership and skills of individual project managers to build viable project teams focused on achieving project objectives within cost, schedule, and resource utilization constraints. • Mid-range PMO – Influences the development of leadership capabilities in project managers including proactively attending to team development issues, providing tools and techniques to assist in their project team development efforts, and accepting guidance from the PMO relative to developing leadership capabilities. • Center of Excellence – Examines project team performance from a business perspective, recommends team development activities that adapt project team performance to serve business interests, and examines team compositions and individual contributions to projects to recommend preferred individual assignments relative to achieving desired team staffing. Team Development Function Model Facilitate Cohesive Facilitate Virtual Enable Project Monitor Project Team Formulation Team Set-up Team Development Team Performance • Examine Project Team • Establish Virtual Team • Promote Team Skill • Assess Team Dynamics Dynamics Alignment Learning • Examine Team • Develop Project Team • Facilitate Virtual • Develop Project Manager Effectiveness Orientation Team Interactions Tools and Techniques • Conduct Team • Integrate Vendors and • Facilitate Leadership Improvement Activities Contractors • Introduce Virtual Development Team Technology Facilitate Cohesive Team Formation Examine Project Team Dynamics The PMO provides a standard approach to project team composition that facilitates team dynamics. • Project classification review - Aligns project team cohesion and experience requirements with project nature and type. – Strategic importance. – Marketplace or internal visibility. – Introduction of new technology. – Business and project risk. – Project duration. • Technical requirements review - Ensures team members working in technical areas have requisite technical experience and ability to provide interpersonal leadership to integrate all participants across technical disciplines. • PM review - Defines the oversight requirements of project manager leadership skill and experience appropriate for the project. • Project team member and subgroup review – Examines individual contributions and interactions in project team activities, i.e. technical skill, project team experience, professional attitudes and behavior, and ability to work effectively to accomplish project objectives. Develop Project Team Orientation The PMO establishes a team orientation program to provide a process for them to collaborate with project managers to identify team cohesion issues and characteristics to ensure that cohesive project teams emerge with effective personal interaction and group behavior characteristics that enable accomplishing project work. • Respect for the strengths and weaknesses of each team member, with individual interactions that focus on drawing out strengths. • A common understanding and buy-in of project performance objectives and consistency of project team member motivation to achieve them. • Ability to make decisions, resolve problems, manage conflict, and demonstrate leadership both individually and collectively. • Type and frequency of communication, including dealing with the proximity of project team members and their frame of reference to standard processes and practices. Integrate Vendors and Contractors The PMO establishes a process for collaborating with project managers to determine the extent of integration of vendors and contractors as participants on the project team. • Project team orientation. • Kickoff meetings - Vendors and contractors participate to demonstrate participation on the project. • Contract and agreement highlights. • Vendor and contractor meetings. • Vendor and contractor interviews. • Public announcements. Facilitate Virtual Team Set-up Establish Virtual Team Alignment The PMO collaborates with project managers to ensure that virtual project team members maintain strong affiliation with the relevant organization and its business purpose. • Statement of Purpose. • Virtual Team Process Implementation. • Virtual Team Structure. • Team Assessment. • Team Member Recognition. Facilitate Virtual Team Interactions The PMO collaborates with project managers to deal with the challenges of managing virtual team activities and interactions. • Socialization of Virtual Team. – Face-to-Face Time. – Routine Business Communication. – Augmented Business Communication - Follow-up personal contact via telephone to discuss receipt and content of transferred information. – Team Member Introductions and Orientations. – Management of Trust Issues - Emerge from isolated and independent virtual teamwork and limited interactions. • Virtual Team Collaboration. – Communication. – Task Flow. – Assignments and Responsibilities. – Team Member Training. – Lessons Learned Exchange. • Governance of Virtual Team – Standards. – Operating Procedures. – Team Member Supervision. – Team Member Administration. Introduce Virtual Team Technology The PMO plans for technology support for use by virtual project teams. • Telephony lines and equipment. • Computer hardware and software, including PM and technical development software. • Communication and collaboration tools. • Connectivity hardware and software. Enable Project Team Development Promote Team Skill Learning The PMO promotes individual learning and group application of effective team development practices within the PM environment. • Leadership principles, practices, and skills. • Interpersonal skills. – Effective communication. – Interpersonal conflict resolution. – Team problem solving. – Consensus building. – Group dynamics. • Work/professional-enhancement skills. – Time management. – Stress management. – Supervision. – Decision making. – Meeting management. Develop Project Manager Tools & Techniques The PMO creates team development tools and techniques to apply within the PM environment. • Team building exercises. • Assessment of team development stage. • Communication and collaboration assessment. • Motivational techniques. • Team recognition techniques. Facilitate Leadership Development The PMO establishes ways to develop individual leadership capability by considering specific leadership training programs, progressive project assignments enabling project participants to obtain increasingly greater leadership capabilities, and mentoring in leadership principles, practices and skills. • Personal Leadership Skills. – Interpersonal communication. – Listening. – Interpersonal behavior. – Stress management. – Personal and professional ethics. – Awareness of management and leadership style. – Awareness of personality characteristics. – Emotional stability. • Process Leadership Skills - Leadership skills in dealing with work processes to facilitate reasonable control and influence within the work environment. – Motivating; Team building; Organizing; Planning; Decision making; Delegating; Conflict management; Time management; Problem solving; Negotiating; Meeting management. Facilitate Leadership Development - Continued • Business Leadership Skills – Strategic perspective. – Derivation of tactical solutions. – Cultural and political awareness. – Diversity management. – Customer relationship management. – Vendor relationship management. – Industry and market knowledge. – Business acumen. – Management of organizational change. • Technical Leadership Skills – Specialized technical and professional knowledge. – Technical and professional certification. – Presentation skills. – Effective writing. – Effective speaking. Monitor Project Team Performance Assess Team Dynamics The PMO establishes a method to examine project team member activities/interactions to determine strengths/weaknesses encountered by the particular composition of the team. • Observed or measured project team development stage. • Frequency and type of discernable favorable behavior. • Frequency and type of discernable ineffective behavior. • Situations of demonstrated leadership by individual team members. • Situations of demonstrated indifference by individual team members. • Variation of project team member responses to project manager leadership and management styles. • Variation of project team member personality traits demonstrated in the project management environment. Examine Team Effectiveness The PMO establishes a process that uses measures of cost, schedule, and resource utilization to examine project team effectiveness and project performance. • Relationship of project team development stage with project progress and timely achievement of quality deliverables. • Characteristics of effective individual and team behaviors in the PM environment that contribute to project success. • Impacts of project team dynamics on customer satisfaction and acceptance of project deliverables. • Implications of vendor and contractor participation on project teams. • Examination of technical, and business aspects of project team effectiveness. • The PMO collaborates with project managers to create team composition models and construct team development programs to maximize the strengths and minimize the weaknesses of teams within the PM environment. Conduct Team Improvement Activities The PMO establishes a process that uses project team performance assessment results to determine areas that warrant improvement, and works with project managers to plan/conduct team improvement activities. • Training. • Team spirit exercises. • Lessons learned. • Self-evaluation/self. • Team member role reviews. • Mentoring/coaching/counseling. • Technical qualification examination. • Executive/senior management intervention - Demonstrate senior management interest in removing road-blocks to effective project team performance.
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