Sab9_100_Develop Project Team

Jou M
Mind Map by Jou M, updated more than 1 year ago
Jou M
Created by Jou M about 4 years ago


Mind Map on Sab9_100_Develop Project Team, created by Jou M on 03/04/2016.

Resource summary

Sab9_100_Develop Project Team
1 --Roles and responsibilities matrix --Skills --Training needs
2 Directory project team
3 --Work plan --Schedule assignments
4 1.- InterpersonasSkills
4.1 Comunication
4.1.1 is a constant concern when you’re leading a team. It’s not enough to make the best decisions to get your project done; you’ve got to make sure that everybody in the team knows why you’re making them, and feels like you’re being open and honest about what’s motivating every decision you make. If the people on your team feel like they’re always getting the information they need from you and that they’re never in the dark, they’ll be able to trust you and one another more.
4.2 Conflic resolution
4.2.1 The five kinds of power: Reward power; legitimate power; Expert power; Referent power; Punishment power;
4.3 Negotiation
4.3.1 helps the people on your team come to an agreement about how to work together. It’s important when you’re negotiating to listen to both parties and to make sure that you make it clear when concessions are made. That should get everyone to see both sides of the issue and know that you’re negotiating a fair resolution to it.
4.4 Influenciacion
4.4.1 is all about using your relationships with the people on your team to get them to cooperate in making good decisions for the project. When you lead by example, you show your team how you want them to behave by doing it. It may seem subtle, but the way you work as a project manager can set the standard for your teammates.
4.5 Are all about using soft skills to help the people on your team solve problems
4.6 Motivation
4.6.1 demonstrates to your team the value that the project has for them. It includes making sure that people are compensated and rewarded financially for their work. But that’s not the only facet of team motivation that you need to be concerned with. Your team also needs to know how the tasks they’re doing contribute to project success, and what’s in it for them.
4.7 Team building
4.7.1 involves helping your team learn to depend on and trust one another. As a project manager, you’re responsible for helping the team come to an understanding about how they’ll communicate and stay motivated when things go wrong. If you’re open about your decision-making processes and communicate often about what you’re doing, you can help your team to bond.
4.8 Leadership
4.8.1 is all about giving the team a goal to shoot for and helping them to see the value in the work they are doing. It’s not enough to have a team know the end product that they’re building; they need to understand the value that that product is going to bring to the company.
4.9 Political and cultural awareness
4.9.1 means knowing the people on your team and understanding their backgrounds. Since projects sometimes span more than one culture, it’s important to take the time to understand the similarities and differences in the working environments across the project team.
4.10 Decision making
4.10.1 Command Sometimes you’ll just make a decision and inform your team about it. You’ll decide, and then team will do what you say.
4.10.2 Consultation you’ll talk your decision over with your team and ask for their opinions before you decide.
4.10.3 Consensus Another way of making decisions is to talk about a few options with your team and get everybody to agree on one of them before you decide
4.10.4 Coin flip Another way to make a decision is to just randomly choose one of the options.
5 2.- Trainning
5.1 is a really important part of developing your team. If you’ve got a team member who doesn’t have the skills to do the job, you need to get him trained
6 3.- Team Building Activities-- Tuckman Model
6.1 Forming
6.1.1 People are still trying to figure out their roles in the group;
6.2 Storming
6.2.1 As the team learns more about the project, members form opinions about how the work should be done. This can lead to temper flare-ups in the beginning, when people disagree about how to approach the project.
6.3 Norming
6.3.1 As the team learns more about the other members, they begin to adjust their own work habits to help out one another and the team as a whole. Here’s where the individuals on the team start learning to trust one another.
6.4 Performing
6.4.1 Once everyone understands the problem and what the others are capable of doing, they start acting as a cohesive unit and being efficient. Now the team is working like a well-oiled machine.
6.5 Adjourning
6.5.1 When the work is close to completion, the team starts dealing with the fact that the project is going to be closing soon.
7 4.- Ground Rules
7.1 help you prevent problems between team members, and let you establish working conditions that everyone on the team can live with.
8 5.- Colocation
8.1 is the opposite of virtual teams. When you have all of your team located 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 & Rewards
9.1 are the best way to keep your team motivated!
10 7.- Personnel Assesment Tools
10.1 Surveys
10.2 Assessments
10.3 Interviews
11 --personnel administration --staff training records . 2. EEFs UPDATED.
12 Development strategy of effective teams and activities to increase team performance. 1. TEAM PERFORMANCE ASSESSMENT
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