Building a team and defining ground rules.

1. CREATING A HIGH-PERFORMING
TEAM – MODULE 1
(BUILD A TEAM, DEFINE TEAM GROUND
RULES, TRAIN TEAM MEMBERS & REMOVE
IMPEDIMENTS FOR THE TEAM)

2. BUILD A TEAM
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• Appraise stakeholder skills
• Deduce project resource requirements
• Continuously assess and refresh team
skills to meet project needs
• Maintain team and knowledge transfer

3. Enablers
• Support diversity and inclusion. (ECO 1.2.2)
• Appraise teams’ skills. (ECO 1.6.1)
• Determine team member requirements. (ECO 1.6.2)
• Continuously assess and refresh team skills. (ECO 1.6.3)
• Maintain team knowledge and transfer. (ECO 1.6.4)
• Discuss responsibilities within teams. (ECO 2.16.1)
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Deliverables Tools
Skills list RACI matrix
Technology Pre-assignment tools
Resource schedule Virtual teams
Rates
Resource assignment

4. Building your team - Simply Five!
Five ‘DO’s’ for forming the right
team.
1. Choice of people – suitability vs
familiarity.
2. Matching the role need vs person
available.
3. Selecting with the right experience
– balancing the team mix and cost.
4. Setting the right expectations.
5. Defining roles and outcomes.
Five ‘Don’ts’ for functioning
smoothly.
1. Prioritize people over the outcome.
2. Allow conflicts to linger and impact
the smooth working.
3. Be biased on certain people (focus
on facts / data only).
4. Reward the wrong person.
5. Block communication – selectively.
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5. VISION, STRATEGY AND ME
Why do we exist Mission
Core Values
What we believe in
Vision
What we want to be
SMART Goals
Key focus areas
Measurement - BSC
Plan & Implementation
90 day plan
What WE need to do
Personal objectives
What I need to do
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6. 22-05-2021
Setting SMART Goals

7. Resource Management Plan
1. Identification of resources
2. Acquisition of resources
3. Roles and Responsibilities
1. Roles—The function of the person in the project.
2. Authority—Rights to use resources, make decisions, accept deliverables, etc.
3. Responsibility—Assigned duties to be performed.
4. Competence—Skills and capacities required to complete the desired activities.
4. Project Organization Chart—Defines the project team members and their reporting relationships.
5. Project team resource management—Guidance on the lifecycle of the team resources; how they
are defined, staffed, managed, and eventually released.
6. Training strategies and requirements.
7. Team development methods to be used.
8. Resource controls for the management of physical resources to support the team.
9. Recognition Plan—How team members are rewarded and recognized.
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8. The RACI Chart
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RACI chart* A common type of responsibility assignment matrix (RAM) that uses
responsible, accountable, consult, and inform statuses to define the involvement of
stakeholders in project activities.
Project
Manager
Engineering
Manager
Quality Assurance
Manager
Purchasing
Manager
Manufacturing
Manager
Create blueprints A R C C
Manufacture circuit
board
I C C A
Test circuit board I R A R
Order components C C I A I
Assemble I C A
R = Responsible A = Accountable C = Consulted I = Informed
These definitions are taken from the Glossary of Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017.

9. FOCUSING ON TEAM BASICS
COLLECTIVE WORK
PRODUCTS
COMMITMENT
PERSONAL
GROWTH
Interpersonal Individual
Small number
of People
Technical /
function
Problem
Solving
Mutual
Specific goals
Common approach
Meaningful purpose
PERFORMANCE RESULTS
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10. Team Basics
Dynamic Diverse
Formed from time to time Gender
Team is “dynamic” to adjust to
changes
Demography
Dynamic = high energy Able vs PwD
Result oriented Cross cultural
Adjusts itself as the need arises Age bracket
Background
Geographic spread
Cross functional
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11. DEFINE TEAM
GROUND RULES
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12. Define Team Ground Rules
 Ground Rules
 Involves establishing clear expectations regarding acceptable behavior by project team
members.
• Enablers
• Collectively define ground rules.
• Communicate ground rules with team members. (ECO 1.12.1)
• Establish an environment that fosters adherence to ground rules. (ECO 1.12.2)
• Manage and rectify ground rule violations. (ECO 1.12.3)
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Deliverables Tools
Team charter Negotiation skills
Team norms Conflict management
Brainstorming
Ethics

13. Team Charter
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A good team charter includes:
a. The team’s shared values.
b. Guidelines for team communications and the use of tools.
c. How the team makes decisions.
d. How the team resolves conflicts when disagreements arise.
e. How and when the team meets.
f. Other team agreements (such as shared hours, improvement activities).
Team charter: A document that enables the team to establish its values, agreements,
and practices as it performs its work together.

14. Ground Rules
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1. Ground rules include all actions considered acceptable and unacceptable in the
project management context.
2. Sets a common ground for all to operate and help each other reach the target.
3. Benefits:
a. Sets performance and communication expectations
b. Decreases risk of confusion
c. Improves performance
4. Examples:
a. Stand-up meetings
b. Having a common working hours
c. Naming convetions for documents / files
Ground rules: Clear expectations regarding the code of conduct for team members.

15. Team Norms
• Establish expected behaviors of the team at the beginning of the project.
• Enable teams to handle challenges as the project progresses.
• Team norms should include:
• Meetings
• Communications approaches
• Managing conflict
• Shared values
• Decision-making
 Ground Rules
 Involves establishing clear expectations regarding acceptable behavior by project team
members
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16. Code of Ethics and Professional Conduct
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https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf
Responsibility Respect
Fairness Honesty
Responsibility is our duty to take
ownership for the decisions we
make or fail to make, the actions
we take or fail to take, and the
consequences that result.
Respect is our duty to show a high
regard for ourselves, others, and
the resources entrusted to us.
Resources entrusted to us may
include people, money, reputation,
the safety of others, and natural or
environmental resources
Fairness is our duty to make
decisions and act impartially and
objectively. Our conduct must be
free from competing self interest,
prejudice, and favoritism.
Honesty is our duty to understand
the truth and act in a truthful
manner both in our
communications and in our
conduct.
The aspirational standards describe the conduct that we strive to uphold as practitioners. Although adherence
to the aspirational standards is not easily measured, conducting ourselves in accordance with these is an
expectation that we have of ourselves as professionals—it is not optional.

17. TRAIN TEAM
MEMBERS AND
STAKEHOLDERS
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18. Enablers
• Determine required competencies and elements of training. (ECO 1.5.1)
• Determine training options based on training needs. (ECO 1.5.2)
• Allocate resources for training. (ECO 1.5.3)
• Ensure training occurs.
• Measure training outcomes. (ECO 1.5.4)
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Deliverables Tools
Training and mentoring plan Training gap analysis
Training cost estimates Training
Training calendar Pairing and mentoring
Training assessment
Certifications

19. Team Skill Appraisal
1. Appraisals enable the team to holistically identify its strengths and weaknesses,
assess opportunities for improvement, build trust, and establish communication
mechanisms.
2. Appraisals might identify:
a. Team preferences
b. Aspirations
c. Information processing and organization
d. Decision making processes
e. Interactions with other team members
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20. 1. To understand the training audiences & their needs in the context of the project.
2. To assess the training needs by role and by training type to address the knowledge and skills gaps :
a. For executing the project.
b. Identify new technologies (or changes to existing technologies) taking effect
c. Assess new skills and behaviors needed to perform work in the new environment
3. To identify areas requiring the greatest training focus and prioritizing training activities to address all
critical dependencies
4. To understand common training needs required for all stakeholders (internal / external)
5. To outline potential skills and training risks to a successful project implementation.
Objectives of the Training Needs Analysis (TNA)

21. Training Needs Analysis - A typical output:
Knowledge &
skills needs
Behavioural
skills and
attitudinal
needs
1. Understand their role and accountabilities within the project
2. Understand the new measures of performance
3. Understand the new knowledge management process, how to report information in a user-
friendly way
4. Be aware of the approval process and its dependencies
5. Be aware of standardised classification terminology
6. Know where to go for further help and guidance on good practise and systems use
1. Feel committed to championing end to end implementation of the project
2. Follow new and amended process (e.g. incident, problem, change, release management)
3. Maintain can-do attitude
4. Understand the positive impact of sharing knowledge attitude on their roles

22. Implementation plan for training
Build Training
Plan & Curriculum
Develop Course
Content
Prepare Trainers
Deliver Process,
Technology &
Skills/Behavioral Training
Develop & deliver additional
training as needed
Simulations, Process Training Assess findings &
suggest changes
Capture & Resolve
Training-related Issues
Manage Logistics

23. REMOVE IMPEDIMENTS
AND OBSTACLES FOR
THE TEAM
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24. The process of determining which risks may affect
a project and documenting their characteristics
Identifying impediments - risks
PMBOK® Guide – Fifth Edition, Glossary
Sources
1. Stakeholder
list
2. Project /
Program
documents
3. Past records
Tools
1. Checklists
2. Diagramming
methods
3. SWOT
analysis
4. Any Other
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25. Operating Environment of an Organization
The (Project)
Organization
Social
Variables
Technological
Variables
Political
Variables
Economic
Variables
Employees
Internal
Management
Competitors Customers
The Media Special-interest
Groups
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The Board of
Directors
The sponsors /
investors

26. Risk Response Strategies
Avoid Change project plan to eliminate
Transfer Shift some or all responsibility to third
party
Mitigate Reduce probability and/or impact
Exploit Eliminate the uncertainty by making it
happen
Share Allocate some or all ownership to a third
party
Enhance Modify the size by increasing probability
and/or of positive impacts
Acceptance Accept and create contingency reserves
or responses
Contingent
Response
Plan to execute under certain
circumstances or pre-defined conditions
For negative
risks or threats
For positive risks or
opportunities
For both threats
and opportunities
Undefined, but
threats inferred
Adapted from PMBOK® Guide – Fifth Edition, pp. 344-346
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27. Q & A
THANK YOU
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