Scribd
Upload
62 views

Software Project Management Risk Management

Team management refers to coordinating individuals to achieve common goals. Key aspects of effective team management include: 1) Defining clear roles and responsibilities for team members 2) Establishing effective processes for decision making, communication, and work procedures 3) Fostering good personal relationships between team members

Uploaded by

sibhat mequanint
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
62 views

Software Project Management Risk Management

Team management refers to coordinating individuals to achieve common goals. Key aspects of effective team management include: 1) Defining clear roles and responsibilities for team members 2) Establishing effective processes for decision making, communication, and work procedures 3) Fostering good personal relationships between team members

Uploaded by

sibhat mequanint
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 7

l Team management refers to techniques, processes and tools for organizing and coordinating a

group of individuals working towards a common goal—i.e. a team.

l Team management is the ability of an individual or an organization to administer and


coordinate a group of individuals to perform a task.

2. Inthe project environment, a team implies a number of people


working together to achieve a common goal, while a group of people
implies a collection of individuals who, although they might be working
on the same project, do not necessarily interact with each other. We can
also show this in pictorial such as this:
3. The following are stated reasons we took for why a team might turn in to failure. These are:

Inadequate Resources

leadership problems
Impossible goals

morale problems.

Lets briefly address this concepts one by one

1. Inadequate resources: This happens When organizations do not realistically


address their resource problems, their projects are always in trouble,
and they stay in trouble either until new management is brought in or
the company goes out of business
2. Leadership problems : This can happen due to having to work for a
demoralizing project leader. When teams have leadership problems,
they lose the excitement and energy that produces superior products.
3. Impossible goals: What makes impossible goals so damaging is that
teams generally strive to meet them, and then they make
counterproductive decisions in a panicked attempt to do the impossible.
If they had recognized that the goals were impossible and ignored them,
they would have been better off.
4. No Clear Identity: Not having a clear Identity can cause the idea of having
of no purpose which leads to high level of failure. This means that a team
must have an identity or simply a foundation in which they can stand on so
they can build any project from scratch.

4.1 A Teams succeeds when its members have:

» a commitment to common objectives

» defined roles and responsibilities

» effective decision systems, communication and work procedures

» good personal relationships

5 the stages in Team building are described using models known as The Forming,
Storming, Norming, and Performing model which were introduced by a
Psychologist called Bruce Tuckman. Lets describe each one by one.
Forming: In the beginning, when a new team forms, individuals will be unsure
of the team's purpose, how they fit in, and whether they'll work well with one
another. They may be anxious, curious, or excited to get going. However they
feel, they'll be looking to the team leader for direction.

This may take some time, as people get to know their new colleagues and
one another's ways of working.

Storming: In the storming stage, people start to push against the established


boundaries. Conflict or friction can also arise between team members as their
true characters – and their preferred ways of working – surface and clash with
other people's.

At this stage team members may challenge your authority or management


style, or even the team's mission. Left unchecked, this can lead to face-to-face
confrontations or simmering online tensions.

Norming: Gradually, the team moves into the norming stage. People start to
resolve their differences, appreciate one another's strengths, and respect your
authority as a leader.

Now that they know one another better, your team members will feel more
comfortable asking for help and offering constructive feedback. They'll share a
stronger commitment to the team's goals, and they should make good
progress toward it.

Performing: Now your team is in flow and performing to its full potential. With
hard work and structured processes, the team is likely to achieve its goals
efficiently.

Adjourning: The ‘adjourning’ stage is about bringing a sense of closure to a


team whose project is completed.

If the team successfully negotiated the first four stages, there may be some
bonding between members and a sense of loss at disbanding those
relationships.

People will also be looking back to the beginning, noticing how far they
have come and measuring what their contribution has been to the whole.

6 The Four most common forms of teams are:

 Problem solving team


 Self-managed team

 Cross-functional team and

 Virtual team

Problem Solving Team: Typically composed of 5 to 12 employees from the


same department who meet for a few hours each week to discuss ways of
improving quality, efficiency and the work environment.

Self-Managed Team: Composed of 10 to 15 people who take on the


responsibilities of their former supervisors.

Fully self-managed teams select their own members and the members
evaluate each other’s performance.

Cross-Functional Team: It is an effective means of allowing people from


diverse areas within an organization to exchange information, develop new
ideas, solve problems and coordinate complex projects. It bring people with
different functional specialties to better invent design or deliver a product
or service.

Virtual Team: Use computer technology to tie tighter physically dispersed


members in order to achieve a common goal. They allow people to
collaborate online, whether they are only a room apart or separated by
continents.

7. factors that affect ( influence) team dynamics are:

 The context of the team

 The organization

 The team identity itself, and

 The mix of individuals within the team

» The context of a team: this can be the country and geographic region form a
larger culture in which the organization operates.
All of these contribute to the economic, political, technical, and cultural climates in
which the organization, the team, and the individuals operate.

l The Organization
This can be seen on occupations such as business, or non-profit,
along with the organizational culture will influence the team
functioning just as much as the division of the organization such as
sales, research, operations, etc.

The Team Identity

This stems (originates) from the interrelationship of the larger culture,


the organizational culture, the team configuration, the nature of the
work (purpose), and the qualities of the individuals

The Individuals

Individual members influence the team dynamics as well, so much so


that when the composition of the team changes, the team dynamics
will change.

8.Clear team goals, measurements, and expected results (Includes


purpose) –

Helps the team see their role in the success of the team. The team
goals and expectations should be understood by everyone

Team Norms –

Ground rules that govern a group - Common Understanding of what


is and what is not acceptable behavior for all team members.

Individual & Shared Team Member Roles/Responsibilities –

Team members are aware of their contribution to the team and their
individual and shared expectations

Operating procedures/processes –

Standard operating procedures/processes (internal communication,


decision making, conflict resolution, etc).

Clear & Open Communication –

Communication that is clear and honest; team members share


information (Both Types of Communication: Advocacy and Inquiry)

You might also like