New product development teams can vary in size, composition, and structure. They may range from a few members to hundreds. Team structure includes functional, lightweight, heavyweight, and autonomous models. Functional teams have little coordination while autonomous teams act independently. Effective leadership and administration are needed to match the team's needs, such as through a project charter that defines goals. Recent technologies also allow virtual teams to collaborate across distances.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
This Case Study would showcase as to what issues did the Digital Marketing Organization face on a Strategic HR front and how Stratum Consulting has worked to not only consult, but also execute in solutioning their problem areas
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
This Case Study would showcase as to what issues did the Digital Marketing Organization face on a Strategic HR front and how Stratum Consulting has worked to not only consult, but also execute in solutioning their problem areas
This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.
Chapter 12 managing new product development teamsMuhammad Anang
New product development often requires activities that are the responsibility of dif-ferent departments
within the organization. To facilitate coordination and cooperation across division boundaries,
many organizations create cross-functional new product development teams to lead and manage
the development process for the project.
C H A P T E R 3Organizational Capability Structure,Cultur.docxclairbycraft
C H A P T E R 3
Organizational Capability: Structure,
Culture, and Roles
Over the last 15 years, my company (Atos Origin) has been through three
significant mergers/acquisitions and has seen good growth. As new lines
of businesses and employees have been added, we have become truly a
global company, where people from many countries where our businesses
operate come together to present the best solution to our clients. An
excellent example is the work we do for the Olympics games (Atos Origin
has been the worldwide IT partner for the Olympics for several years).
The overall project life cycle for most of the projects in the company
follows the typical IT project management approach. What has evolved over
time is the use of employees from different regions of the world to service a
client need. For instance, we have onsite operations for a client in the United
States and in Europe. The development and testing work is done offshore in
India. The onsite team members are primarily the program manager, project
managers (who deal with the client), business analysts, and technical
Jo
n
Fe
in
ge
rs
h/
Ic
on
ic
a/
G
et
ty
Im
ag
es
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should be
able to:
• Compare and contrast
the advantages and
disadvantages of the
functional, project,
strong matrix, balanced
matrix, and weak matrix
methods of organization;
describe how each
operates and when to
use each.
• Describe organizational
culture elements that are
helpful in planning and
managing projects and
describe how to
overcome organizational
culture elements that
hinder project success.
• Describe different
project life cycle models
and tell when each is
appropriate.
• Describe the duties,
motivations, and
challenges of each of the
executive, managerial,
and team roles in
projects and list
important attributes for
selecting each.
52
architects. The offshore team members include designers, developers, and
testers. There are also project managers who lead the team in India and
interact with their onsite counterpart on a regular basis.
The entire operation is managed through a program management office
(PMO) that is responsible for identifying, prioritizing, and ensuring delivery
of all the projects. It is a matrix structure where the team members report
into the PMO as well as their functional heads in their countries. The PMO
has its own culture of hard work, striving toward goals in a step-by-step
manner, and promoting team spirit. It fits right into our overall organization
culture of getting things done for the client, promoting innovation and
conviviality, and never compromising on ethical behavior.
I have observed that adaptability and empathy are helpful strengths for
project managers in this environment. Adaptability because the different
locations bring with them a set of challenges, including the ability to hold
the global team together. Empathy is extremely useful as well. Although
the project manager may not agree.
UNIT II STUDY GUIDE Project Governance and TeamEach of thes.docxgertrudebellgrove
UNIT II STUDY GUIDE Project Governance and Team
Each of these organizational structures has advantages and disadvantages. InUaNIfTunxcStioTnUaDl oYrgGaUnIiDzaEtional structure, the advantages include having clearly defined career path and a direct supervisor reporting
structure. In addition, the employees are experts in their fields. The disadvantages of such a structure include the following: employees’ jobs are difficult to change because they are experts in their fields, disagreement within the organization can occur due to not having enough resources to go around, each project team believing their project should be top priority, project manager has little to no authority over the project, and the project manager is usually just part-time.
In a projectized organizational structure, the advantages include a dedicated project focus, project loyalty, and efficient project organization and communication. The disadvantages of this structure include the following: once the project is gone, a person’s job could be gone; resources are siloed instead of shared; and job functions and facilities may be duplicated across the organization.
In a matrixed organizational structure, the advantages include the following: visible objectives, increased support from functional managers, project manager maintains more control over the project, job roles are more flexible jobs remain intact even when the project is complete, and project team members receive multiple inputs on their performance during the project. The disadvantages of this structure include the following: project team members have more than just one boss to answer to, projects become more complex, more policies and procedures are required, and different objectives and priorities may exist.
It is important to note that irrespective of the organizational structure, the project organization by definition is temporary. Therefore, as projects are completed, project team members return to their respective functional homes or to other projects within the organization or outside the organization. It is equally important to note that within the matrix structure, and sometimes within the functional organizational structure, project team members may not be assigned to the project 100% of the time.
Project Management Structures
An effective project management system must ensure that the strategic objectives of the organization are met while also meeting the project objectives. As a project manager, it is important to understand your organizational objectives and ensure that that your project objectives do not counter but rather, align and support the overall organizational goals. Because of the project/organization relationship, the role of authority and resource allocation between the two groups is clearly defined.
There are two major constraints from an organizational perceptive that projects are afflicted with. First, most organizations are operational by function, and their structures are designed for o ...
Human Resource PlanProject NameTable of Contents2Introdu.docxwellesleyterresa
Human Resource Plan
<Project Name>
Table of Contents
2Introduction
2Roles and Responsibilities
3Project Organizational Charts
4Staffing Management
Introduction
This section explains the purpose and importance of having a human resources management plan. It should provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the project effectively.
Roles and Responsibilities
Roles and responsibilities of team members and stakeholders must be clearly defined in any project. Depending on the organizational structure, project team members may represent many different groups/departments and act in the interest of different functional managers. Additionally, team members may have varying degrees of authority and responsibility. When listing roles and responsibilities the following should be included:
· Role – description of the portion of the project for which the member is accountable
· Authority – the level at which the member may make decisions, apply project resources, or make approvals
· Responsibility – the work a team member must perform to complete assigned work activities
· Competency – the skill(s) required to complete assigned project activities
Project Manager (PM), (1 position): responsible for the overall success of the Software Upgrade Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.Project Organizational Charts
This section provides a graphic display of the project tasks and team members. The purpose of this is to illustrate the responsibilities of team members as they relate to the project tasks. Tools such as responsible, accountable, consult, inform (RACI) or responsibility assignment matrix (RAM) may be used to aid in communicating roles and responsibilities for the project team. Additionally, organizational or resource breakdown structures may be used to show how responsibilities are assigned by department or by type of resource respectively. It should be noted that the level of detail may vary depending on project complexity.
The following RACI chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project manager. Changes will be proposed in accordance with the project’s change control process. As changes ...
Many companies that are successful in Agile technology believe that teamwork is the most necessary for delivering great software. Here are 8 tips to build a high-performance agile team in your company.
MBA 6931, Project Management Strategy and Tactics 1 C.docxaryan532920
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢FreenBecky 1st Fan Meeting in Vietnam
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➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. New product development often requires activities that are the
responsibility of different departments within the organization. To facilitate
coordination and cooperation across division boundaries, many
organizations create cross-functional new product development teams to
lead and manage the development process for the project. There is
considerable variation, however, in how teams are formed and managed. In
this chapter, we will look at several factors that affect the new product
development team’s performance, including its size, composition, structure,
administration, and leadership.
CreatePPTBy:M.Razwan
3. Time
Size
In constructing new product development teams, the organization
must consider how the team’s size and composition will affect its mix of
skills, its access to resources, and its effectiveness in providing
communication and coordination across the divisions.
New product development teams may range from a few
members to hundreds of members. For example, the development
team that created the IBM personal computer had 19 members,
but the average team size for development projects at IBM is close
to 200.1 The Yahoo! Internet portal was developed by 13 software
developers, split into several small teams of one to three members.2
By combining the efforts and expertise of multiple individuals,
groups can often outperform individuals on many problem-
solving tasks, implying that the size of the development team might
be related to its potential for success.
CreatePPTBy:M.Razwan
4. A lack of communication among the marketing, R&D, and
manufacturing functions of a company can be extremely detrimental to new
product development. A lack of cross-functional communication can lead to
a poor fit between product attributes and customer requirements. R&D
cannot design products that fit customer requirements unless it receives and
attends to input from marketing regarding those requirements. The
manufacturing/R&D interface is also of critical importance because of
manufacturing’s role in determining two key attributes of a product—
quality and price. By working closely with R&D, manufacturing can ensure
that R&D designs products that are relatively easy to manufacture.
Designing for ease of manufacturing can lower both unit costs and product
defects, which translates into a lower final price and higher quality.
Similarly, a lack of cross-functional communication between functions can
lead to longer cycle times as a product iterates back and forth between
different stages in the process.
CreatePPTBy:M.Razwan
5. Time
Size
Teams can be structured in a number of ways. One well-known typology
classifies teams into four types: functional, lightweight, heavyweight, and
autonomous. depicts each of these types graphically.
In functional teams, members remain in their functional departments
(e.g., R&D, marketing, manufacturing, etc.), and report to their regular functional
manager; however, they may meet periodically to discuss the project. Such teams
are usually temporary, and individuals may spend less than 10 percent of their
time working on team-related activities. Functional teams also typically do not have
a project manager or dedicated liaison personnel. While this team structure is
straightforward to implement because it requires little (if any) deviation from the
firm’s normal operations, this structure provides little opportunity for cross-
functional coordination.22 Further, since individuals are still evaluated and
rewarded almost exclusively based on their functional performance, the team
members may have little commitment to the development project. Functional teams
are more likely to be appropriate for derivative projects that primarily affect only a
single function of the firm.
CreatePPTBy:M.Razwan
6. In lightweight teams, members still reside in their functional
departments, and functional supervisors retain authority over evaluation and
rewards. Like functional teams, lightweight teams are typically temporary,
and members spend the majority of their time on their normal functional
responsibilities (up to 25 percent of their time might be spent on team-related
activities). However, lightweight teams have a project manager and dedicated
liaison personnel who facilitate communication and coordination among
functions. Managers of lightweight teams are normally junior or middle
management employees, who are not able to exert significant influence or
authority over team members. As a result of these factors, lightweight teams
offer a small improvement in team coordination and likelihood of success
over functional teams. Such a team structure might be appropriate for
derivative projects where high levels of coordination and communication are
not required.
Lightw
eight
Teams
CreatePPTBy:M.Razwan
7. In heavyweight teams, members are removed from their functional
departments so that they may be collocated with the project manager. Project
managers of heavyweight teams are typically senior managers who outrank
functional managers, and have significant authority to command resources,
and evaluate and reward team members.23 The core group of team members
in the heavyweight team is often dedicated full-time to the project. This
combination of factors helps ensure that the team has strong cross-functional
coordination and communication, and that team members are significantly
committed to the development project. However, heavyweight teams are still
often temporary; thus, the long-term career development of individual
members continues to rest with their functional managers rather than the
project manager. This type of team structure offers a significant improvement
in communication and coordination over functional teams, and it is typically
considered appropriate for platform projects.
Heavyw
eight
Teams
CreatePPTBy:M.Razwan
8. In autonomous teams, members are removed from their functional departments and
dedicated full-time (and often permanently) to the development team . Team members are
collocated with the project manager, who is a very senior person in the organization. The project
manager of an autonomous team is given full control over resources contributed from different
functional departments, and the project manager has exclusive authority over the evaluation and
reward of team members. Autonomous teams often do not conform to the operating procedures of
the rest of the organization; instead they are permitted to create their own policies, procedures, and
reward systems. Autonomous teams are also held fully accountable for the success of the project; in
many ways, autonomous teams act like independent divisions of the firm. Autonomous teams
typically excel at rapid and efficient new product development, particularly when such
development requires breaking away from the organization’s existing technologies and routines.
Thus, autonomous teams are typically considered to be appropriate for breakthrough projects and
some major platform projects. They can be the birthplace of new business units. However, the
independence of the autonomous teams can cause them to underutilize the resources of the parent
organization. Furthermore, autonomous teams are often hard to fold back into the organization if
the project is completed or terminated. Many autonomous teams thus go on to become separate
divisions of the firm, or may even be spun off of the firm as a subsidiary.
Autono
mous
Teams
CreatePPTBy:M.Razwan
9. For a new product development team to be effective, its leadership and administrative
policies should be matched to the team’s structure and needs.
The team leader is responsible for directing the team’s activities,
maintaining the team’s alignment with project goals, and serving as a
communicator between the team and senior management. In heavyweight
and autonomous teams, the team leader may also be the person who is
primarily responsible for the evaluation, compensation, and promotion of
individual team members. Effective team leaders are often much more directly
related to the team’s success than senior management or project champions.
This may be because team leaders interact much more frequently with the
team and more directly influence the team’s behavior.
Team Leadership
CreatePPTBy:M.Razwan
10. To ensure that members have a clear focus and commitment to the
development project, many organizations now have heavyweight and
autonomous teams develop a project charter and contract book. The project
charter encapsulates the project’s missionband articulates exact and
measurable goals for the project. It might include a vision statement for the
project (e.g., “Dell laptops will be the market standard for performance and
value”) and a background statement for why this project is important for the
organization. The charter may describe who is on the team, the length of time
members will spend on the team, and the percentage of their time that will be
spent on team activities.
Team
Administration
CreatePPTBy:M.Razwan
11. Recent advances in information technology have enabled
companies to make greater use of virtual teams. Virtual teams are
teams in which members may be a great distance from each other,
but are still able to collaborate intensively via advanced information
technologies such as videoconferencing, groupware, and e-mail or
Internet chat programs. Virtual teaming can enable individuals with
unique skills to work on a project, regardless of their location. By
meeting virtually, individuals who live at great distances can
collaborate without incurring travel costs or disruption to their lives.
Managing Virtual
Teams
CreatePPTBy:M.Razwan