This document provides an overview of managing project teams. It discusses team building, defining teams and groups, recruitment steps, establishing mission/goals/objectives, conflicts, stages of team development, and leadership. The key points are:
- A team has 3+ people linked by a common purpose, while a group performs specific tasks. Team building aligns goals and builds relationships.
- Recruitment includes job analysis, sourcing candidates, screening, and onboarding. Sources can be internal or external.
- The mission, goals, and objectives provide direction and clarity of purpose. They should be precise, attainable, measure progress, and have timeframes.
- Conflicts can be functional or
Explanation of Crashing and when to use it. Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
What is Team Building?
Teamwork and Team-Building - What's the Difference?
Concept of Team Building
Tuckman's Stages
Purpose of Team building
Group vs. Team
What Makes a Team Effective
Why Invest in Team Building
How to build STRONG EFFECTIVE Team.
Suggested Audience: Leaders and team members.
Explanation of Crashing and when to use it. Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
What is Team Building?
Teamwork and Team-Building - What's the Difference?
Concept of Team Building
Tuckman's Stages
Purpose of Team building
Group vs. Team
What Makes a Team Effective
Why Invest in Team Building
How to build STRONG EFFECTIVE Team.
Suggested Audience: Leaders and team members.
The smooth cooperation of teams is the beating heart of success in the complex terrain of a business setting. It is impossible to exaggerate the significance of team development since it is the cornerstone of productive workflow, creative problem-solving, and a positive workplace culture. Teams are the engine of revolutionary concepts and enormous successes, thus developing them is essential to the expansion of any firm.
TEAM-DEVELOPMENT MODELHorace DillardHRM345 Building Effecti.docxmattinsonjanel
TEAM-DEVELOPMENT MODEL
Horace Dillard
HRM345: Building Effective Teams
Colorado Technical
July 25, 2015
Preparing the team to work together
Train the members on how to work together as a team
Design activities that will bring the team members together and help them know each other.
Build good relationship and trust among the team members.
Teach the team members about different styles of working together and conflict resolution skills.
Every team goes through a series of developmental stages as they set out to accomplish a particular task. Working in a team needs good planning and a lot of preparation in order to successfully accomplish a particular project or task . As a team leader, it is very important to prepare the team to work together before they embark on a particular task. The first thing I will do is to train the team members on the importance of teamwork and how to work together as a group. I will start by explaining the task ahead of them and make it clear to each team member that they are expected to work together to successfully finish the task. I will design and put in place activities that will help them to get to know each other so that they can learn to accommodate each other before they start working. I will build trust and good relationship among the team members by organizing in-person meetings and activities which will bring the members together and warm up their relationships. I will coach the team members about the various work styles that applies to team work and how resolve any conflicts that may arise in the course of work so as to prepare them to work and face any challenge together as a team (Maginn, 2004).
2
Training and development activities that build trust and productivity
Encourage open communication among the team members.
Hold trust building exercises to enhance team spirit.
Ensure the team has a shared goal and commitment.
Encourage regular interaction among the members.
Institute training programs to build competence of the members.
Trust is a driving force for the cooperation of members of any given team and therefore building trust between the team members is the first step to ensuring good performance the team. In order to ensure there is trust among the team members, I will encourage them to communicate openly and be willing to share ideas and information amongst themselves so that they can empower each other to work together as a team. I will hold trust building exercises to enhance team spirit which is a very important ingredient for the good performance of a team. I will make sure that every team member shares the common goal of the team and establish total commitment towards achievement of the goal. I will ensure that everybody in the team understands what is expected of them and what needs to be done at both team and personal levels. I will also encourage regular interaction between the members which will encourage them to share their experiences and have respect fo ...
By the end of todays session student will able to;
Define and Differentiate group & team
Explain roll of team member
Discuss on the advantages of working in teams
Discuss the characteristics of effective team player and team
Explain the stages in team development life cycle
Evaluate and analyze managerial action
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. ChapterOutline
❖ Team Building
❖ Team & Group
❖ Steps to Organize team
❖ Recruitment
❖ Team Mission, Goals and Objectives
❖ Conflicts in Teams
❖ Working Out Procedure
❖ Stages of Team Development
❖ Leadership in Team Building
❖ Rules to Build Commitment
2
4. What is team???
A team is a group of people linked for a
common purpose that contains at least 3
or more people. Teams normally have
members with complementary skills and
generate synergy through a coordinated
effort which allows each member to
maximize their strengths and minimize
their weaknesses.
5. What is team Building…?
Team building is a collective term for various types of
activities that includes
➢Aligning around goals
➢Building effective working relationships
➢Reducing team members' role ambiguity
➢Finding solutions to team problems
7. Difference between Team and Group
The words ‘group’ and ‘team’ are often used
interchangeably, but they are actually different in
context.
‘Team’ is a collection of people who are
interdependently committed to each other in order to
achieve a goal or a task.
A ‘Group’ consists of individuals who come together
to perform a specific task
8. Characteristics of an effective team
➢ Identity
➢ Shared values
➢ Complementary skills
➢ Common goal, vision, purpose
➢ Leadership
➢ Clear formal roles and responsibilities
➢ Decision making skills
9. Benefits Of Team Building
➢Increase Productivity
➢Low Turnover
➢Work-Life Balance
➢Efficient Use of Ideas
10. Steps to Organize team
Decide what must
be done, using work
breakdown
structure, problem
definitions, and
other planning
tools.
1
Determine staffing
requirements to
accomplish the tasks
identified in the first
step.
2
Recruit members
for the project
team.
3
Complete your
project plan with
the participation
of team members.
4
12. STAGES OF RECRUITMENT
➢Job analysis
It involves determining the different aspects of job, such as through job description and job specification .
➢Sourcing
It means using several strategies to attract or identify candidates. Sourcing can be done by internal or external
advertisement.
➢Screening and selection
It is the process of assessing the skills, knowledge, qualifications and educational or job related experience of
employees who's apply for the job.
➢On boarding
After screen and selection, the best candidate is selected. On boarding is the process of helping new employees
become productive members of the organization.
13. SOURCES OF RECRUITMENT
➢ Internal recruitment
Promotions and transfers
Rehiring related employees
Employee referrals
➢External recruitment
Advertisement
Campus recruitment
E-Recruitment
Walk in
14. METHODS OF RECRIUTMENT
➢DIRECT METHOD
These includes campus interviews and keeping a live register of job seekers.
➢INDIRECT METHOD
These includes advertisement in the media, radio, T.V., trade, technical and
professional magazines, etc.
➢THIRD PARTY METHOD
Various agencies are used for recruitment under these methods.
These includes commercial and private employment agencies, and
placement officer of colleges and universities and recruiting firms.
15. TEAM MEMBER RECRUITING
CRITERIA
❖The candidate possesses the skills necessary to perform the
required work at the speed needed to meet deadline.
❖The candidate will have his needs met though participation in
the project.
❖The applicant has the temperament to fit in with other team
member who have already been recruited and with the project
manager and other key player.
❖The person will not object to overtime requirement, tight
timetable, or other project work requirement.
16. Clarifying the Team’s Mission, Goals, and
Objectives
Houston (1995) points out that
a mission statement as a "provides
direction in formulating goals".
Benefits of Having a Clear Mission and
Vision
1. Achieve clarity of purpose among all
managers and employees.
2. Provide a basis for all other strategic
planning activities.
3. Provide direction.
4. Provide a focal point for all stakeholders of
the firm.
5. Resolve conflict views between managers.
6. Promote a sense of shared expectations
among all managers and employees .
7. Project a sense of worth and intent to all
stakeholders.
8. Project an organized, motivated
organization worthy of support.
9. Achieve higher organizational
performance.
10.Achieve synergy among all managers and
employees
17. Benefits Of Team Building
❖ Describe your goal in a precise
term.
❖ Make sure to include the measures
that will be used to judge progress
towards achieving the goal.
❖ Attainable - construct a goal that is
achievable
❖ Your goal should relate to attaining
something that is necessary and of
value.
❖ Determine a date, timeframe, or
schedule for your goal.
18. Project Team’s Mission, Goals, and
Objectives
❖Efficiency
❖Better Ideas
❖Morale
❖Talent Collaboration
❖Meeting the Deadline
❖Staying Within Budget
❖Communication Ground Rules
19. Team conflict
“Team Conflict is an interpersonal problem that occurs between two
or more members of a team, and affects results of teamwork, so the
team does not perform at optimum levels”.
How team conflict can arise?
Team conflicts are caused by the situation when the balance
between perceptions, goals, or/and values of the team is upset,
therefore people can no more work together and no shared goals can
be achieved in the team environment.
20. Classification of team conflicts
Classification of employee conflicts is the foundation of effective team conflict
management, because by having identified a type of conflicts, team leaders are
able to choose right conflict resolving tools and apply appropriate conflict
management strategies.
▪ Functional Attribute
▪Origin Of Conflict
▪ By Behavior
21. Functional Attribute
First of all, conflicts between team members can
be functional and dysfunctional.
Functional
conflicts
Dysfunctional
conflicts
Functional
Attribute
22. Types of functional conflict
▪Functional conflicts
Functional conflicts are disagreements that do not significantly affect team
performance, so the team remains functional and is able to produce desired
results.
▪Dysfunctional conflicts
Dysfunctional conflicts are those disagreements between employees that
disrupt teamwork and prevent team members from following shared goals, so the
entire team becomes dysfunctional and no desired results can be produced
23. Origin Of Conflict
Another way to classify employee conflicts refers to focusing on the origin of
conflicts, or investigating how a conflict has evolved.
Origin Of Conflict
Values of team
members
Goals versus
Expectations
Roles and
responsibilities
Lack of resources
24. Types of conflict by origin
❖Values of team members
Each team member has its own values yet he/she should follow values of the team. When a
disagreement between the values appears, a conflict may arise.
❖Goals versus Expectations
Often improperly set goals do not relate to actual expectations, then a group conflict may
take place.
❖Roles and responsibilities
If right people are not assigned to right responsibilities and roles, an employee conflict is
likely to arise.
❖Lack of resources
Every team has to work using limited resources – this situation increases the risk of group
conflict occurrence.
25. By Behavior
Besides this way of investigating team conflicts, there is another way
to classify conflicts into the following types
Behavior
Constructive team
conflicts
Destructive team
conflicts
26. By Behavior
❖Constructive team conflicts
Such conflicts arise when team members grow personally and increase their
qualification. Constructive team conflicts result in a solution to a problem and
create cohesiveness between team members.
❖Destructive team conflicts
They arise when the team problem solving process fails so no solution is
generated and the problem still exists. Destructive conflicts between team
members defocus group effort and divert energy away from prioritized activities.
Such conflicts demoralize the team and make it polarized.
27. How conflict is managed within the group can bring
out the best or the worst of team-oriented
organizations?
“The key to successfully utilizing the benefits of task
conflict while reducing the unhealthy relationship conflicts
rests in building healthy relationships at an early stage in
teams. By developing principles of healthy relationships into
teams conflicts can arise around differences in tasks and
procedures but still not have a negative impact by turning
into relationship conflicts that threaten to splinter teams”
28. Working Out Procedures
❖ Dealing with how we do it comes next.
❖ The key word here is processes.
❖ It is commonly called re-engineering
❖ The difficulty that most teams have with process is that they get so
focused on doing the work that they forget to examine how it is done.
❖ A team should stop working long enough to examine its processes
and to see whether it could use better approaches.
29. Team Development Stages
The team Development scheme was advanced by Bruce Tuckman in
1965.
Initially Tuckman identified four stages of team development.
A fifth stage was later added by Tuckman about twelve years later in
1977, which is called Adjourning.
It is believe that these stages are universal to all teams despite the
group members, purpose, goals, culture and so on.
30. Stages of Team Development
❖Forming
❖Storming
❖Norming
❖Performing
❖Adjourning
32. Conti..
Initial contact
Casual Meeting
Members are treated as Strangers
Members look to the leader to give them some structure
Leadership Style
❖Directive Style
❖Leader’s role is primarily directive, pointing people in the right
direction until the team can configure itself.
34. Conti..
In storming stage conflict and competitions are at its greatest.
Issues can relate to things like the group’s tasks, individual roles and
responsibilities or even with team members themselves.
All members have an increased need for clarification.
Questions arise surrounding leadership, authority, rules,
responsibilities, structure etc..
Such questions must be answered so that the team can move on to the
next stage.
35. Conti..
Once a team receives the clarity that it so desperately needs,
now it can move on to the third stage of team development.
Leadership Style
❖Influence Style
❖Leader directs traffic, serves as a coach, sets limits and
offers suggestions.
36. Norming
The norming stage is the time when all the team members becomes a
cohesive unit.
Cohesive unit
37. Conti..
❖Morale of team members is high.
❖They acknowledge the talents,
skills and experience that each
individual brings to the team.
❖Expectations are identified
❖Start to work as one unit
38. Conti..
❖Developed norms (unwritten rules) about how they will work together
❖Starting to think how we can support other in the team
❖Team ready to perform
Leadership Style
❖Participative Style
❖Leadership begins to fade as important data is shared among team
members.
39. Performing
This is the final stage
where groups become
high-performing teams.
The team knows clearly
WHY it is doing and
WHAT is doing.
40. Conti..
Team members are focused on task completion and achievements.
Characteristics: Collaboration, Enthusiasm (Energetic), Trust and Self
motivate on.
Leadership Style
❖Delegative Style
❖Leadership of the group depends on everyone since mutual
interdependence now becomes very important.
❖Leader Hands-off & allow team members to own decisions.
43. Rules for Developing commitment
Team
Members
must interact
frequently
1
Individual
needs being
met
2
Why the
Project is
important
3
All Members
share the
goals of team
4
Competition
in teams
5
March & Simmon