Human Resource Management 9.3 Develop project team

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Human Resource Management 9.1 develop human resource plan

Human Resource Management 9.2 Acquire Project Team

Human Resource Management 9.3 Develop project team

Human Resource Management 9.4 Manage project team

This process is aimed at improving the competencies, interactions among team members and the overall team environment to, in turn, improve project performance. Includes the following:

·         Team development involves:

1)      Improving the ability of team members to contribute as individuals.

2)      Improving the ability of the team to function effectively (includes team spirit, cross-training and mentoring within the group).

3)      Improving trust and cohesiveness among team members.

·         Also, PMI emphasizes that team development occurs throughout the entire project life cycle.

Develop project team
Inputs	Tools	outputs
1.       Project staff assignments 2.       Project management plan 3.       Resource calendars	1.       Interpersonal skills 2.       Training 3.       Team-building activities 4.       Ground rules 5.       Co-location 6.       Recognition and rewards	1.       Team performance assessments 2.       EEF updates

Three key inputs for develop project team:

1.       Project staff assignments: This process begins by knowing who is on the team.

2.       Project management plan: The project management plan contains the HR plan, which develops training and team-building strategies. Issues such as feedback, disciplinary actions and reward systems are considered.

3.       Resource calendars: Identifies when team members are available for team development activities.

Six key tools for develop project team:

1.       Interpersonal skills: Historically, PMI identified the following interpersonal skills that are useful for team development. They include:

·         Problem solving: Defining the problem, identifying alternatives and making a timely decision.

·         Leadership: Developing a vision and strategy and motivating others to achieve that vision.

·         Influencing: Getting things done even though you may have limited formal power.

·         Negotiation and conflict management: Conferring with others to reach an agreement or to overcome a problem.

·         Communication: The exchange of information.

·         Motivation: “Energizing people” to high levels of performance.

Remember this list using acronym PLINCM!

PMI indicates that empathy; creativity and group facilitation skills are also appropriate skills for developing the team.

The further identifies three additional skills:

·         Team building: Helping a group of individuals, bound by a common purpose, to work interdependently and to achieve good teamwork.

·         Decision making: Defining a problem, generating potential solutions, choosing the best solution and implementing the solution in a timely manner.

·         Political awareness: Dealing with diversity in backgrounds, expectations and power.

2.       Training: Activities to enhance performance; can be formal or informal.

3.       Team-building activities: Can vary from a quick exercise during a meeting to a professionally facilitated off-site experience such as a ropes course. These activities are undertaken primarily to improve team motivation and performance. A major goal is to encourage the team to work together to collaboratively resolve issues that arise, involving the team in planning and establishing rules for dealing with conflict are examples of actions that improve team performance as a secondary effect.

Be familiar with the following model that identifies five stages of stages of team development (Tuckman model):

·         Forming: Team members meet and learn about the project and their roles. Members often experience confusion and uncertainty at this point.

·         Storming: As work begins, team members may clash and compete for desired assignments and outcomes, opposing sub-groups may form and differing ideas may produce conflict.

·         Norming: Team members begin to adjust behavior and support the team. Team begins to trust each other and share ideas and information.

·         Performing: Team functions as a well-organized, cohesive unit. Issues are handled smoothly.

·         Adjourning: The work is completed and the team is released from the project. Team may feel separation anxiety if they had matured effectively into the performing stage.

Stages may be skipped, repeated or never achieved depending on circumstances.

4.       Ground rules: This involves establishing clear expectations regarding behavior. Listening, being on time, taking responsibility for communication, “be hard on the issue but not on the person” are examples of team rules. When established by the team, these are easier to enforce if problems arise later.

5.       Co-location: Placing team members in the same physical vicinity (also known as a “tight matrix”) enhances communication and other team development issues. When co-location is not possible, a “war room” may be used to help create a batter sense of identify with the project.

6.       Recognition and rewards: Actions that promote or reinforce desired behavior. Project teams often need to implement their own systems as the overall organization may not always meet the needs of individual projects. Although helpful, a project team does not necessarily need a substantial budget for rewards. Compensatory time for a job well done, access to education opportunities, a change to deliver the presentation to upper management, “Dove Bar Certificates” (ice cream bar given in the spirit of a “gold star” from your teacher), assistance in getting a computer upgrade and potential list is limited only by one’s imagination.

Key points:

·         Only desirable behavior should be rewarded.

·         Team members should not be punished for unrealistic expectations imposed by senior management.

·         Rewarding only some team members may harm cooperation and cohesiveness in the group.

·         Public recognize is effective with many people (not all).

·         Recognize performance during the project instead of waiting until afterward.

Two key outputs for develop project team:

1.       Team performance assessments: Formal or informal assessments by the team and by outsiders may help the team judge their effectiveness and set continuing goals for the future. This site mentions the following indicators of good performance:

·         Project goals are met (technical, schedule, cost)

·         Improvements in personal, individual skills

·         Improvements is team cohesion (better communication, reduced instance of conflict and generally positive feelings)

·         Reduced turnover rates

2.       EEF updates: Environmental factors that may be updated as a result of team development include personnel administration (employee training records and skill assessments.