Developing the Project Team
When managing a project, it is essential to turn a group of people into a well-functioning, integrated team instead of solely relying on tools and techniques for project success. It is important to note that winning teams do not just form... they must be carefully built.
In any given project, problems arise, especially when dealing with a group of people. Issues on the project are more likely linked to problems the project manager has with managing the people working on the project team.
There are a few things to keep in mind when you recruit talent for your project. When recruiting your project team, you should select team members based on the following criteria:
The candidate has the skills necessary to complete the required project work within the set deadline.
The candidate will have needs that are met by participating in the project.
The candidate has the appropriate personality and interpersonal skills to fit in with the already recruited team members.
The candidate is ready to meet the overtime requirements, timetables, and other work requirements.
Once you have recruited the appropriate team members, it is beneficial to clarify its mission, goals, and objectives. If members are unclear of the team's mission, they will influence the team to focus elsewhere and not focus on the direction the organization intends. An excellent way to combat this shift of focus is to help your team create a mission statement as a team-building activity.
There will inevitably be conflict amongst any group of people working as team members. It's important to know that team member's individual goals should align with the team mission for the best project outcome. Sometimes individuals have hidden agendas that are kept secret. These hidden agendas should be made public so a project manager can fully align team members' personal goals with the project's vision.
A project manager should attempt to satisfy the organizational needs while also helping individuals meet their own needs by participating in the project. The initial step in developing a team is clarifying the team's mission, goals, and objectives. You should also clarify project roles and responsibilities, procedures, and relationships.
People need a solid understanding of their role in the project after fully understanding and committing to the team and organization's mission and goals. The individual must understand what is specifically expected of him and the deadline for executing his duties. Project managers need to make sure team members fully understand this information. It is vital to ensure team members have clarification on their goals and roles on a project. To make sure everyone understands their part of the project, a project manager should solicit feedback from team members.
Open feedback can only come from a professional climate of open communication that is void of any intimidation. This can only happen when candid communication about problems throughout the project is encouraged. Project teams that thrive on open feedback will allow individuals to ask questions without feeling inferior for it.
Conflict is unavoidable when individuals work together. A project manager must deal with common issues such as misunderstandings, personal conflicts, personality clashes, and petty jealousies that often occur. You may want to consider that many personality clashes are due to people's lack of effective interpersonal skills. The best way to mitigate the impact of these problems is by providing training for the entire team on interpersonal skills.
To successfully develop your project team, you can apply the Tuckman Ladder Model to describe the stages that teams go through to maturity. Each of the five stages of team development represents a step on the team-building ladder. As the group members ascend the ladder, they morph from a random collection of strangers into a high-performing team that can work toward a common goal.
The stages of team development are:
Stage 1: Forming - People are brought together as a team
Stage 2: Storming - There are disagreements as people learn to work together
Stage 3: Norming - Team members begin to build good working relationships and learn to trust the project manager and each other
Stage 4: Performing - The team begins to work effectively together and the project manager has the best opportunity to help in developing individual team members
Stage 5: Adjourning - The project ends and the team disbands
See the below information for the breakdown and action steps of each stage of team development or check out this link for a helpful pdf on the information, Tuckmans Ladder PDF
Stage 1: Forming
Individuals are unclear on what they are supposed to do
The mission isn't owned by the group
Questioning direction
No trust yet
High learning
No group history; unfamiliar with group members
Norms of the team aren't established
People check one another out
People are not committed to the team
Stage 2: Storming
Roles and responsibilities are articulated
Agendas are displayed
Problem-solving doesn't work well
People want to change the team's mission
Trying new ideas
Splinter groups form
People set boundaries
Anxiety abounds
People push for position and power
Competition is high
Cliques drive the team
Little team spirit
Lots of personal attacks
Level of participation by members is at its highest and lowest depending on the individual
Stage 3: Norming
Success occurs
Team has all the resources for doing the project
Appreciation and trust build
Purpose is well defined
Feedback is high, well-received, and objective
Team confidence is high
Leaders reinforce team behavior
Hidden agendas become clear
Team is creative
More individual motivation
Team gains commitment from all members on direction and goals
Stage 4: Performing
Team members feel very motivated
Individuals defer to team needs
No surprises
Very efficient team operations
Team members are objective
Individuals take pleasure in the success of the team
"We" vs. "I" orientation
Great pride in the team
High openness and support
High empathy
High trust for everyone
Superior team performance
OK to risk confrontation
Stage 5: Adjourning
Group senses the work is completed
Clean up unfinished tasks
Evaluate results and producing final reports
Project ends
Teams disband
Action Steps: Forming to Storming
Set a mission
Set goals
Establish rules
Recognize the need to move out of "forming" stage
Leader must be directive
Define reward structure
Take risks
Bring group together periodically to work on common tasks
Assert power
Decide once and for all to be on the team
Action Steps: Storming to Norming
Team leader should actively support and reinforce team behavior, facilitate the group for wins, create positive environment
Leader must ask for and expect results
Recognize, publicize team wins
Agree on inividuals' roles and responsibilities
Buy into objectives and activities
Listen to each other
Set and take team time together
Everyone works actively to set a supportive environment
Have a successful vision
Request and accept feedback
Build trust by honoring commitments
Action Steps: Norming to Preforming
Maintain traditions
Praise and flatter each other
Self-evaluate without complaint
Share leadership role in team based on who does what the best
Share rewards and successes
Communicate all the time
Share responsibility
Delegates freely within the team
Commit time to the team
Keep raising the bar to higher goals
Be selective of new team members; train to maintain team spirit
Action Steps: Preforming to Adjourning
Establishing closing procedures with the group
Help design closing rituals
Discuss endings with team members and encourage their opinions and feedback
Provide a vehicle for people to say what they appreciate about each other
End with a celebration that honors the team
References
Mulcahy, R., & Mulcahy, R. (2018). Rita Mulcahy's Capm Exam Prep: Rita's course in a book for passing the certified associate in Project Management (Capm) exam (Fourth). RMC Publications.
https://apps.appd.org/pdf/TuckmansModel.pdf
Thank you for visiting Hatchett Project.
