| I want the people working on any Project that I'm | | | | * Ground rules - The Team needs to establish the |
| managing to not only be part of a Team but also to | | | | ground rules that define how the Team will work |
| feel like they are. I know that when a group of people | | | | together. These rules should also include how any |
| are working together as a Team they are much more | | | | conflicts will be handled. |
| productive, they have more fun and they will deliver | | | | * Success - The Project Manager should ensure that |
| quality Projects faster. How do you establish your | | | | success is celebrated by the whole Team and the |
| Project organization as a Team? Well, there are a | | | | whole Team is recognized as responsible for the |
| number of characteristics that must be met in order | | | | success - some members in an active role and some |
| for the Team concept to work. These characteristics | | | | in a support role. |
| include: | | | | * Supportive Environment - The Project Manager must |
| * Common Purpose - The Team must have a | | | | ensure that there is a supportive environment in which |
| common purpose and they must all understand what | | | | the Team operates. Team members should be able to |
| that purpose is. As the Project Manager it is your | | | | be open and honest without being concerned that they |
| responsibility to ensure that the common purpose is | | | | will be punished for their openness and honesty. |
| communicated in such a way as to be understood by | | | | I took over a Project once that had spent about 70% |
| all the Team members. | | | | of its budget and had delivered about 30% of its |
| * Goals and Objectives - The goals and objectives for | | | | Products. And those were delivered to questionable |
| the Team must not only be known and agreed by all | | | | quality. The company was seriously considering |
| of the Team members but the Project Manager must | | | | canceling the Project. The Project staff were really |
| ensure by actions and deeds that all Team members | | | | demoralized and couldn't see how they could succeed. |
| share responsibility for the achievement of the goals | | | | After introducing the Team concept into the Project, |
| and objectives. | | | | being fairly open and honest with them about the |
| * Understand how each of them fit in - You must | | | | situation, and asking for their help and ideas, they |
| ensure that each of the Team members understand | | | | approached the Project with a renewed vigour and |
| the roles and responsibilities of not only themselves but | | | | were able to agree and deliver to an approved rescue |
| also all other members of the Team. They must | | | | plan. Sure, we were a little late in delivering to the initial |
| understand what each of them are expected to do to | | | | plan but we were right on schedule delivering to the |
| deliver success. | | | | rescue plan. We were over the original budget but |
| * Achievement - Achievement of the goals and | | | | within the budget established as part of the rescue |
| objectives must be measured and made visible so that | | | | plan. And the quality of the delivered product was |
| all Team members will know exactly where the Team | | | | second to none. I attribute this turn around to the |
| stands in terms of progress towards achievement. | | | | introduction of the Team concept. |