SAB11_100_DEV_PROJECT TEAM

SAB11_100_DEV_PROJECT TEAM

1. 1. HUMAN RESOURCE MANAGEMENT PLAN

2. 2. PROJECT STAFF ASSIGNMENTS

3. 3.RESOURCE CALENDARS

4. 1. INTERPERSONAL SKILLS

   • Are all about using soft skills to help the people on your team solve problems.

5. 2. TRAINING

   • If you' ve got a team member who does not have the skills to do the job, you need to get him trained..and it's up to you to plan enough of the project's time and budget to make sure it happens

6. 3. TEAM BUILDING ACTIVITIES

   • You're responsible for keeping the team together

7. 4. GROUND RULES

   • Help you prevent problems between team members, and let you establish working conditions that everyone on the team can live 

8. 5. COLOCATION

   • Is the opposite of the virtual teams. When you have all of your team colocated in the same room, you can increase communication and help them build a sense of community. Sometimes that room is called a war room.

9. 6. RECOGNITION AND REWARDS

   • Are the best way to keep your team motivated.

10. 7. PERSONNEL ASSESSMENT TOOLS

    • Are used to figure out how your team approaches the work and how they like to work together.These tools include things like focus groups and survey used to determine your team´s style of working and interacting.  

11. 1. TEAM PERFORMANCE ASSESSMENTS

12. 2. ENTERPRISE ENVIRONMENTAL FACTORS UPDATES

13. THE PROJECT MANAGER NEEDS TO DO TO DEVELOP A PROJECT TEAM

    • USE MANY SOFT SKILLS, INCLUDING MENTORING, LEADERSHIP, NEGOTIATION, EMOTIONAL INTELLIGENCE, EMPATHY, COMMUNICATION, ETC
    • ENCOURAGE TEAMWORK
    • COMMUNICATE, HONESTLY, EFFECTIVELY, AND IN A TIMELY MANNER WITH THE PEOPLE ASSIGNED TO YOUR TEAM
    • ASSESS TEAM MEMBERS' STRENGTHS AND WEAKNESSES, PREFERENCES AND LEARNING STYLES TO HELP THE TEAM WORK TOGETHER
    • ESTABLISH AND MANTAIN TRUST BETWEEN THE PROJECT MANAGER AN EACH TEAM MEMBER, AND BETWEEN ALL STAKE HOLDERS
    • COLLABORATE WITH THE TEAM TO MAKE GOOD, BOUGHT-INTO DECISIONS AND TO FIND MUTUALLY BENEFICIAL SOLUTIONS TO PROBLEMS
    • STAGES OF TUCKMAN
      • FORMING. PEOPLE ARE BROUGHT TOGETHER AS A TEAM
      • STORMING. THERE ARE DISAGREEMENTS AS PEOPLE TO LEARN TO WORK TOGETHER
      • NORMING. TEAM MEMBERS BEGIN TO BUILD GOOD WORKING RELATIONSHIPS
      • PERFORMING. THE TEAM BECOMES EFFICIENT AND WORKS EFFECTIVELY TOGETHER. THIS IS THE POINT WHEN THE PROJECT MANAGER CAN GIVE THE MOST ATTENTION TO DEVELOPING INDIVIDUAL TEAM MEMBERS
      • ADJOURNING. THE PROJECT ENDS AND THE TEAM IS DISBANDED