Project Team

Project Team

1. Team individuals

   • Group norms
     • Affect the knowledge skills and ability of the individual
     • Affect the psychological arousal of the individual
     • Influence the performance strategies used by an individual
     • Influence the level of effort an individual brings to the job

2. Motivating the teams

3. Effective delegation

4. Dealing with obstructions

5. Language of responses

6. Structure

   • It is crucial that project teams are structured properly from the outset, and that team members are selected carefully to give the project the best prospects for success. However, as there is often some doubt about whether a project will actually proceed during the initial stages of business justification and feasibility studies, proper attention is not always given to defining the project team.
   • The composition of the project team may change through the duration of a project and may include many members, but an indicative, outline structure for a traditional project is shown:
   • It is important that roles, responsibilities and reporting mechanisms are clearly defined in appointment documents and communicated to other project team members. In addition, where project team members are accepting risk for delivering part of the project, this must be properly understood and defined (for example, planning risk on design and build projects).
   • A roles and responsibilities matrix can help identify the roles required, what actions individuals and groups will need to take, whether there are any gaps, and what additional resources may be needed to complete the project. An assessment can then be made as to whether any required resources exist within the current organisation or whether new appointments will be required. As the project develops, a responsibility assignment matrix can be created to set out in more detail which specific tasks are assigned to which individuals.
     • A responsibility assignment matrix (RAM), a describes the participation by various roles in completing tasks or deliverables for a project or business process.

7. Definition

   • Projects to design and construct buildings can involve large numbers of people, and on major projects many thousands of people. The structure and composition of the project team tends to change through the duration of the project; some team members might only have a very brief involvement, brining specialist knowledge or supplying specialist components during a particular phase, whilst others, such as client sponsors, project managers or lead consultants may be involved for many years.

8. Collaboration Practices

   • For consultants to work effectively as a team however, they should adopt collaborative practices as early in the project as possible. This can include procurement routes (such as partnering), clarity of organisation, co-location, financial motivation (such joint 'pain or gain'), problem resolution procedures and information management procedures. The requirement to adopt such practices should be included in appointment documents.
   • Establishing collaborative practices is of particular importance on building design and construction projects, as they are likely to involve bringing together large numbers of diverse disciplines, many of whom will not have worked together before. They are also likely to involve the co-ordination and integration of a great deal of complex information. Failure to establish clear and efficient project-wide procedures and collaborative practices can be disastrous.
   • This has become increasingly true as project structures have evolved from straight-forward client - consultant - contractor relationships to more integrated structures with complex financing arrangements, early engagement of the supply chain and the introduction of sub-contractor and supplier design. The increasing adoption of building information modelling is likely to accelerate this trend.

9. Conflicting time requirements

   • Conflicting demands are placed on the project team
   • Resource allocations should be clarified
   • The project managers should communicate with line managers
   • Motivating staff can be challenging

10. Tuckman

    • identifies four stages in group formation
      • Forming
      • Storming
      • Norming
      • Performing

11. Team management

    • In some organisations, teams build naturally as people work together to achieve a common goal, but this can take a considerable amount of time. The one-off, project-based nature of design and construction demand faster results.
      • Approaches to team building, can differ, depending on the type of the project, the managerial style of the team leader, and the specific types of people on the project team. However, a crucial step to the team building process is the kick-off, or start up meeting. This is a chance for the team members to get to know each other, establish relationships and lines of communication, identify problems, set goals and objectives and obtain commitments. As the nature of the project team will change over time, it will be necessary to have many start-up meetings as new members join the team..
    • The roles of team members can be constructive or destructive. Constructive roles move the group towards action and accomplishing results, while destructive roles hinder the accomplishment of group goals.
    • Conflict can arise between parties when: They have unclear work boundaries and role definitions (ambiguous jurisdictions). Parties try to achieve different or inconsistent goals (conflict of interest and personality). Communication difficulties create misunderstanding and the blocking of efforts to explain needs, viewpoints and actions. Disagreements concerning scheduling and timing constraints. Differing ideas over the sequence of activities and tasks. Differences between and within the project team and support groups. Disagreements over technical issues.

12. Selecting the project team

    • Commitment to project objectives
    • Evidence that the team member understands the task and the context
    • Relevant experience, qualifications, innovation
    • Resources
    • Enthusiasm
    • Communication / team working skills

13. The CIOB Code of Practice for Project Management

    • Sample team structure from the CIOB Code of Practice
    • Procedure for selection of consultants
      • Determine duties/functions required for project
      • Allocate duties required of consultants
      • Check client’s procedures for the appointment of consultants
      • Analyse what the project needs from it’s consultants
      • Set criteria for evaluating consultants
        • Assemble list of candidates. Prepare short list. Invite proposals (3-6). Draw up conditions of engagement (if poss based on industry standard). Set criteria for assessing consultants proposals. Appraise proposals. Arrange final interview negotiations. Send recommendation to client, Client appoints. Notify unsuccessful applicants

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