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Ch. 11 Managing Project Teams (subsequent project meetings…
Ch. 11 Managing Project Teams
Synergy
"working together"
negative synergy
positive synergy
balanced roles
energy to problem solving
individual talents/expertise
opinions are encouraged
common purpose
mistakes are opportunities
encourage risk/creativity
team is encouraging
identify with team
team development model
stage 3 - norming
stage 4 - performing
stage 2 - storming
stage 1 - forming
stage 5 - adjourning
conditions for high performance project teams
assigned full time
cooperation & trust culture
serve beginning to end
solely report to manager
volunteers
compelling objective
10 or fewer members
members near eachother
recruitment
varies across organizations
2 factors
management structure used
importance of project
ask for volunteers
what they look for
credibility
political connections
technological expertise
ambition, initiative, energy
availability
familiarity
problem-solving ability
1st project meeting
critical to early functioning
3 objectives
overview of project
address interpersonal concerns
model how team will work together
serve as model for next meetings
reflects leaders style
issues to be addressed
tracking decisions
managing change decisions
planning decisions
relationship decisions
subsequent project meetings
prepare/distribute agends
identify adjournment time
start on time
review previous meetings
ask for recommendations/make changes
assign recordkeeping
review agenda before
prioritize issues
encourage participation
summarize decisions
review assignments
prepare/distribute summary
recognize accomplishments
project vision
image of what project will accomplish
shared vision
less tangible
rewards
money
time off
vacations
gifts (computers...)
pizza parties
individual rewards
public recognition
job assignments
letters of commendation
flexibility
group decisions
brainstorm alternatives
make decision
identify problem
project team pitfalls
bureaucratic bypass syndrome
team spirit turns team infatuation
groupthink
going native