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