This training program uses drumming exercises to teach participants about team development and high performing teams. The agenda covers forming a team, storming as members negotiate roles, norming as the team works together, and performing as the final collaboration. Exercises include practicing drum beats in small groups and rotating roles. The conclusion emphasizes that high performing teams have members committed to shared goals, accountability, and constant improvement who can adapt to change.

1. Drumming & Team
Development
“No one can whistle a Symphony; it
takes a whole orchestra to play it.”-
H.E Luccock.
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A Nexxicom Training
Program
Presented by:
-Adam Edwards (Team
Development SME)
-Amanda Mackey (High-
Performing Musician
SME)
Obtained from: Google Images

2. Agenda
1-1:05 Introduction
1:05-1:10 Quiz/Objectives Forming
1:10-1:15 Practice #1 Storming
1:15-1:20 Practice #2 Norming
1:20-1:25 Performing & Adjourning
1:25-1:30 Conclusion/
Recommendations/ Discssion
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Section B in
Handout
Obtained from: Google
Images

3. So What?
• 37% of projects fail
• Practice team work skills
• Reinvent your approach to teams
• Practice stages and roles in team
development
• Get more from your project
teams
• Be the leader/ member high
performing teams want!
3Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357-358) , Google Images & Michael
Krigsman .

4. Program Objectives
At the end of this training program each
participant will be able to:
1.) Distinguish the different parts of a drum kit.
2.) Demonstrate the steps to building a drum beat.
3.) Reproduce a rhythm as a part and a whole.
4.) Show ability to persevere despite challenges in
teams.
5.) Display team morale and enjoyment from working in
teams.
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5. Program Objectives
6.) Practice flexible methods on how team members
contribute to projects.
7.) Take value in the ability to share risks with team
mates.
8. )Demonstrate compassion for others and a
constant focus on team improvement.
9.) Practice the ability to over come communication
barriers in teams
10.) Solve problems by considering alternative views,
and being open to change. 5

6. Materials Required (Forming)
• Snare drum
• High hat
• Bass drum
• Count to 4!
• 1…2…3…4
• Imagination… Excitement!
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Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357). & Google Images.

7. Quiz #1 (Forming)
1. I feel excited when put into a team
situation.
2. I have high achievement needs when put
into a team.
3. I have a tendency to accept responsibility
in teams.
4. I have a commitment to self
development.
5. I put the needs of the team before my
own needs.
6. I can adapt very well to change.
7. I have a tendency to not feel concerned
about team situations.
8. It is easy for me to share risks with the
team.
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Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357) & Google Images.

8. Drum Explanation (Forming)
• Identified group roles (storming)
– Beat Keeper
– Leader
– Practice followers
– Rotation
• Bass Drum
• High hat
• Snare
• https://www.youtube.com/watch?v=6QXyt-djU54
8Obtained from: Google Images & Youtube

9. Storming
• Resistance, yet desire to commit to project
• Power struggle
– Get a game plan
– Attempt to clarify roles (Ground Rules)
– Encourage participation of all
9Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357). & Google Images.

10. Practice #1
• 3-5 minutes of team
practice!
• Have fun!
10
Obtained from: Google Images

11. Norming
• New groups: each member explains role in
beat
• This will test your commitment to your role!
• Ask SME to improve work processes
11Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357). & Google Images.

12. Rock and Roll=
Collaboration and Innovation
• Performing and
Adjourning
– Different ways to
collaborate
• What’s your role? Make it
clear to your new team
what your job is!
• Practice #2! (The Final
Performance)
• Remember the quote at
the beginning?
12Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357) & Google Images

13. Team Work
• Who made it to the performing stage?
– Teams sometimes fail this stage and go to
Adjourning
• Were ground rules formed and enforced?
• Was there excitement or concern about
the work?
• Could all members see the bigger
picture?
• Do you feel sad to leave the team? Want
a celebration?
13Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357) & Google Images

14. Characteristics of High Performing
Teams
• Always room for
improvement
• Starts with personal values:
– Achievement needs
– Accountability
– Commitment to self
development
– Put needs of project before
own
– Willingness to change
– Project commitment
14Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (357-358) & Google Images

15. Team Performance Enhancing
Measures
• Select team members with
the right skill mix
– Members that help each other
– Members with constant focus
on improvement
– Effective time and meeting
management
– Innovation in processes
– Capture, share and use lessons
learned
15Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (358) & Google Images.

16. Further Improvement in Teams
• Share information freely
• Discuss topics openly
• Conflict, not personal; process
• Proactively report problems
• Share risks with team
• Share leadership roles
16Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (358) & Google Images

17. This will Result in...
• Enjoyment and pride for work
• High spirit- Team morale
• Prevail challenges
• Exceed expectations
17Obtained from: “Contemporary Project Management.” (2012) Kloppenborg, T.,J., (358) & Google Images

18. Quiz #2 (Discussion)
• What trainees have learned from your
practice about team development and high
performing teams?
• Areas to improve?
• Strengths?
• Recommendations?
18
Obtained from: Google Images

19. Thank You
~Thank you for your time; we wish you success
on your future team projects!~
19Obtained from: Google Images

20. Sources Used
• “Contemporary Project Management.” (2012)
Kloppenborg, T.,J., (357-359).
• Google Images
• Youtube
• http://www.zdnet.com/blog/projectfailures/cio-
analysis-why-37-percent-of-projects-fail/12565
• Haccoun., R, Robert & Saks., M, Alan (2013).
Managing Performance through Training and
Development (6th ed.). Toronto: Nelson Education
[For Training objectives, needs analysis and
training plan- See training plan for details]
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