Teamwork is essential for success. A team is a small group of people with complementary skills focused on a common purpose. High performing teams have clear goals, effective structures, competent members, unified commitment, collaborative environments, and standards of excellence. Regular meetings are important but can become unproductive if people are late, topics stray, candor is lacking, or decisions are not implemented. Foundations of effective teamwork include communication networks and decision-making processes that allow for creativity and critical thinking without "groupthink."
Architecture | Thinking Distributed to Improve Agility | Jamie AllsopJAX London
2011-11-02 | 10:00 AM - 11:00 AM |
I've spent several years working in fully distributed agile teams and I've learned that the distributed setting highlights the need to get to the essence of agility. Having then spent time with co-located teams that profess to be agile I've found that applying the distributed mindset can help break the often in-grained and dysfunctional approaches that sometimes foster. So, what I may have thought of as being a limiting factor in distributed development before, I have now found to be an advantage. I think there are some interesting ideas that I can put forward. Learning outcomes would be: * how distributed agile techniques can be applicable in a co-located setting * how going distributed can be an effective way to address problems in a non-agile stagnating culture * there is a balance that can be reached after the initial switch to a distributed approach Part of the talk will be to present recipes that work well in a distributed setting and then explore why that's the case and then suggest how that might help the general case. The underlying theme here is that the more 'extreme' the setting the more important it is to get to the real essence of agility in order to succeed. By doing this we learn how to be more agile in general.
Shaping the dynamics of a new virtual team - Tony Llewellyn and Paolo FidelboPMIUKChapter
PMI UK and PMI Souther Italy Chapters Webinar - 23 June 2020
This webinar considers some of the aspects of team behaviours and how they are likely to be impacted when connection and communication are restricted to electronic media. We will consider some of the science behind team formation, and how behaviours are shaped in the early stages of a new team’s existence. We will then work through some practical steps that a project manager might take to shape the dynamics of the new team so they become a cohesive and collaborative unit.
Project management topics covered:
Some practical steps a PM should take when developing a team in an on-line environment
• Team development
• Challenges of forming a new team in a virtual environment
• Behavioural dynamics of project teams
About the Presenters:
Tony Llewellyn
Tony is a director at Resolex, a firm specializing in team development. Much of his earlier career was spent working in the Construction and Real Estate sectors, but since 2011 he has been pursuing a long-term interest in interpersonal dynamics and the effectiveness of people working in groups
He is a visiting lecturer at the University of Westminster, as well as a guest lecture at a number of other UK universities. Tony has written three books around the theme of building effective teams. His third book entitled ‘Big teams’ was published on 24 March 2020.
Paolo Fidelbo
Paolo is a Construction Manager and Safety Manager with ten years of experience gained working in the transport infrastructure sector for public agencies.
In 1999, as a volunteer at an educational agency, he began to study behavioural models, emotional intelligence and cognitive biases.
He is a lecturer in project management for the professional chamber at Fondazione Ordine degli Ingegneri di Catania since 2018. He has also founded the professionals network reSTART that aims to provide companies with services to foster change management by creating a people-oriented culture.
Paolo is the Chair of Sicily Branch of the PMI Southern Italy Chapter.
Architecture | Thinking Distributed to Improve Agility | Jamie AllsopJAX London
2011-11-02 | 10:00 AM - 11:00 AM |
I've spent several years working in fully distributed agile teams and I've learned that the distributed setting highlights the need to get to the essence of agility. Having then spent time with co-located teams that profess to be agile I've found that applying the distributed mindset can help break the often in-grained and dysfunctional approaches that sometimes foster. So, what I may have thought of as being a limiting factor in distributed development before, I have now found to be an advantage. I think there are some interesting ideas that I can put forward. Learning outcomes would be: * how distributed agile techniques can be applicable in a co-located setting * how going distributed can be an effective way to address problems in a non-agile stagnating culture * there is a balance that can be reached after the initial switch to a distributed approach Part of the talk will be to present recipes that work well in a distributed setting and then explore why that's the case and then suggest how that might help the general case. The underlying theme here is that the more 'extreme' the setting the more important it is to get to the real essence of agility in order to succeed. By doing this we learn how to be more agile in general.
Shaping the dynamics of a new virtual team - Tony Llewellyn and Paolo FidelboPMIUKChapter
PMI UK and PMI Souther Italy Chapters Webinar - 23 June 2020
This webinar considers some of the aspects of team behaviours and how they are likely to be impacted when connection and communication are restricted to electronic media. We will consider some of the science behind team formation, and how behaviours are shaped in the early stages of a new team’s existence. We will then work through some practical steps that a project manager might take to shape the dynamics of the new team so they become a cohesive and collaborative unit.
Project management topics covered:
Some practical steps a PM should take when developing a team in an on-line environment
• Team development
• Challenges of forming a new team in a virtual environment
• Behavioural dynamics of project teams
About the Presenters:
Tony Llewellyn
Tony is a director at Resolex, a firm specializing in team development. Much of his earlier career was spent working in the Construction and Real Estate sectors, but since 2011 he has been pursuing a long-term interest in interpersonal dynamics and the effectiveness of people working in groups
He is a visiting lecturer at the University of Westminster, as well as a guest lecture at a number of other UK universities. Tony has written three books around the theme of building effective teams. His third book entitled ‘Big teams’ was published on 24 March 2020.
Paolo Fidelbo
Paolo is a Construction Manager and Safety Manager with ten years of experience gained working in the transport infrastructure sector for public agencies.
In 1999, as a volunteer at an educational agency, he began to study behavioural models, emotional intelligence and cognitive biases.
He is a lecturer in project management for the professional chamber at Fondazione Ordine degli Ingegneri di Catania since 2018. He has also founded the professionals network reSTART that aims to provide companies with services to foster change management by creating a people-oriented culture.
Paolo is the Chair of Sicily Branch of the PMI Southern Italy Chapter.
Presents tit bits on managing project teams effectively. Answers the questions on assigning and evaluating team roles. Identifying team resources and aligning them with the strengths on a project
Programmed to succeed (prof. dr. Matej Tušak)SEMPL
Can everybody succeed in personal and business life? What exactly is success? Which factors lead to it? How can managers motivate employees to do their best in a way that will contribute to the company's and their personal growth the most? The well-known Slovenian sport psychologist will try to answer these questions, based on case studies of successful athletes from region.
5. -
-
A team is a small number of people with
complementary skills who are committed to a
common purpose, and hold themselves
mutually accountable for its achievement.
6. TEAMS AND TEAMWORK
T Trust
E Effective Communication
A A positive “can do “ attitude
M Motivation to perform and improve
W We mentality
O Ownership of work
R Respect everybody
K Keeping focused in costumer goals
–
7. 2- What the different between
Teams and Group
TRADITIONAL WORK GROUP TEAMS
Leader dominates and control Leader facilitator and coach
Goals set by organization Goals set by team members
Leader assign works Team plan work assignments
Communication flows down from the Communication flows upwards and
leader downwards
Information is often hoarded Information is shared
Decisions made by the leader Decisions made by the entire team
Emphasis on individual performance Emphasis on team performance
–
8. TEAMS AND TEAMWORK
Importance Of Teams
Team
a collection of people who regularly interact to pursue common
goals.
Teamwork
the process of people actively working together to accomplish
common goals.
Formal Group
a group that is officially recognized and supported by the
organization.
Informal Group
a group that is unofficial and emerges from relationships and
shared interests among members.
Committee
people brought together outside of their daily job assignments to
work in a small team for a specific task
19. Stages of Team Development
Theor y on t eam devel opm ent pr edi ct s t hat t eam l i ke
s,
i ndi vi dual s, pass t hr ough pr edi ct abl e, sequent i al
st ages over t i m The m
e. ost w l know of t hese m
el n odel s
i s t hat of Tuckm (1965), w l abel ed t he st ages of
an ho
t eam devel opm ent as f or m ng, st or m ng, nor m ng,
i i i
per f or m ng, and adj our ni ng.
i
20. Exchange of i nf or m i on; i ncr eased i nt er dependency; •
at
t ask expl or at i on; i dent i f i cat i on of com onal t i es
m
1. Forming Tent at i ve i nt er act i ons; pol i t e di scour se; concer n over am gui t y ; •
bi
(orientation)
sel f -di scour se
D sagr eem over pr ocedur es; expr essi on of di ssat i sf act i on; •
i ent
em i onal r esponses; r esi st ance
ot
2. Storming C i t i ci smof i deas; poor at t endance; host i l i t y; pol ar i zat i on and •
r
(conflict) coal i t i on f or m ng
i
G ow h of cohesi veness and uni t y; est abl i shm of r ol es, •
r t ent
st andar ds, and r el at i onshi ps
3. Norming A eem on pr ocedur es; r educt i on i n r ol e am gui t y; i ncr eased •
gr ent bi
(cohesion) "w eel i ng
e-f
21. Goal achi evem ; •
ent
4. Performing hi gh t ask or i ent at i on; emphasi s on per f or mance and pr oduct i on
(conflict) D si on m ng; pr obl emsol vi ng; m ual cooper at i on
eci aki ut •
(performance)
Ter m nat i on of r ol es; com et i on of t asks; r educt i on of
i pl •
dependency
5. Adjourning Di si nt egr at i on and w t hdr aw ; i ncr eased i ndependence and •
i al
(dissolution) em i onal i t y; r egr et
ot
22. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
1- Project Team
is convened for a specific purpose and disbands
after completing its task.
2- Cross-functional Team
operates with members who come from different
functional units of an organization.
3 - Employee Involvement Team
meets on a regular basis to help achieve
continuous improvement.
23. TEAMS AND TEAMWORK
Importance Of Teams
Types of Teams
4- Quality Circle Team
employees who meet periodically to discuss ways
of improving work quality.
5- Self-managing Teams
work team having the authority to make decisions
about how they share and complete their work.
6-Virtual Teams
Work together and solve problems through
computer based interactions
27. TEAMS AND TEAMWORK
Meeting
Seven sins of deadly meetings:
1. People arrive late, leave early, and don’t take things seriously.
2. The meeting is too long, sometimes twice as long as necessary.
3. People don’t stay on topic; they digress and are easily distracted.
4. The discussion lacks candor; people are unwilling to tell the truth.
5. The right information isn’t available, so decisions are postponed.
6. Nothing happens when the meeting is over; no one puts decisions into action.
7. Things never get better; the same mistakes are made meeting after meeting.
.
28. TEAMS AND TEAMWORK
Importance Of Teams
MANAGEMENT TIPS
Characteristics of High Performance Teams
Clear, elevating goals
Results-driven structure
Competent team members
Unified commitments
Collaborative climate
Standards of excellence
External support and recognition
Principled leadership
29. Unified team
10 Pillars for unified teamwork
1- LEADER
2- VISION & MISSION
3- SMART TARGETS
( specific, measurable , ambitious , reachable ,
time bound)
4- ORGANIZATION STRUCTURE
5- RESPONSIBILITY
6- COMMUNICATION MANAGEMENT
7- TIME MANAGEMENT
8- LOVE
9- RESPECT
10 INSPIRE
–
30. FOUNDATIONS OF TEAMWORK
Effective Teams
Communication Networks
Decentralized Communication Network
Allows all members to communicate directly with
one another. Works well for tasks that require
lots of creativity, information processing, and
problem solving.
Centralized Communication Network
Requires members to communicate with each
other via a central hub or port
32. FOUNDATIONS OF TEAMWORK
Effective Teams
Decision Making
The process of making choices through
choosing from alternative courses of action
Groupthink
a tendency of members of highly cohesive
teams to lose their critical evaluative
capabilities and make poor decisions.