Organizing a Project Team DS 2005. Outline Assessing Internal Skills Creating a Team Managing Team...
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Transcript of Organizing a Project Team DS 2005. Outline Assessing Internal Skills Creating a Team Managing Team...
Organizing a Project Team
DS 2005
Outline
Assessing Internal Skills Creating a Team Managing Team Issues
Think of Your Favorite Spy Movie
Generalities
Project organization / organizing the software project team is critical part in software project management
Software team productivity ≈ Critical cost for software engineering
Managing technical people is relatively more difficult
How to build and make the IS team works?
Developing Project Organization
Assessing Internal Skills
Experience is the best barometer Prior Projects Personal Knowledge Recommendation of Management Recommendation of Team Members
Team Members
Management Input
Reputation of Workers
Experience
Assessment of Internal Skills is Derived from Multiple Sources
A Balance of Certifications and Experience Proves Expertise
Experience
Cer
tific
atio
ns
Expertise
Creating a Team
Defining Team Structure
As you begin to shape your project team, you will need to determine the type of team you’ll assembly. Specifically, your team will comprised one of two structures: Part Time Matrix: This structure is fairly common as it
allows employees to work on their regular assignments and a percentage of their time is allotted for your projects. All team members complete their assigned duties as part of their regular workweek
Full Time Matrix: This structure is more typical of contract-based workers. Full-time matrix employees are dedicated to the project 100% of their workweek
Project Participants
PM Must be Able to….
Understand his team as a group of individuals (if he can) to select the group individuals Understand the individual behaviors in the group Tailor the structure and group operating mode in
respect to the task to be realized Supervise the group in order to ensure that the cost,
schedule and performance objectives are met
Personal Ambitions must be put aside for the success of the projects
Project Manager
JealousiesPoliticsAnxiety
Project Success
Spirit of Teamwork
Motivating your Team
How can you motivate yourteam and change the focusfrom self-centric to project-centric
Show the team members what’s in it for them
Show the team what this project mean to the company
Show the team why this is exciting
Show the team members their importance
Managing Team Issues
Unit of One / Common Goals Do Thinks Small Individual Respect Right job and personnel assignments Open Communication
Unit of One A project team is unit of one, which can’t tolerate individual error All members must have the same Common visions about where
the team is going The leaders and the members of good teams must have realistic
expectations of goals and motives of a project, that’s why all members have to understand : the project's purpose, the strategy for getting the work accomplished, the ultimate goal, the benefits people will receive if the goal is met, the measurement system that's going to be used, and how differences of opinion ( or other conflicts ) are going to be
handled.
Do Think Small !!!
Do Think Small !!!
Individual Respect
To create personnel commitment and strong leadership
Mostly IT people are highly educated and relatively more individualist
Individual must have two basic qualities: Resistance to stress Adaptation
Organization and team shared culture that rewards the project members
The Individual in a Group
The Hard Worker Motivated by work itself Self-sufficient, resourceful, distant, introverted, aggressive, independent The Careerist Essentially motivated by his own success Unpleasant, dogmatic, aggressive, emulator, introverted, jealous
The Social Type Motivated by the presence and actions of his colleagues (rare) Harmless, thoughtful, obliging
The Pain in the,..er…,neck you’ll know when you find one
Right Jobs Assignment
Team members came from different background
To define a right job desc, based on project assessment, will assure the project deliverables completion
To assign right people to do the right job, is a way to bust project motivation and performance
Open Communication
Open communication between project participants is a catalyst to bust the project performance
Psychologically : People are individuals and has their own project agenda People aren't stupid. They know when they're being used. People tend to be intimidated by those who hold leadership
positions A team works better when people are at ease with the
leader. Members are more likely to saywhat's on their minds
“Be Quick but Don’t Hurry”John Wooden