1. TEAM MANAGEMENT

3. What is a team? “ A team is a number of persons associated together in work or activity: as a group on one side (as in football or debate).” In other words, when one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication, and coordination among team members, the more efficient the team

4. Teamwork Is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization Team-building Is high interaction among group members to increase trust and openness What is team management? 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.

5. The 4 C’s of top high-potential employees… Competence Character Communication Collaboration

6. Study of most important leadership skills Must have superb communication skills. Lead by example to demonstrate character and competence. Establish and maintain clear and meaningful vision. Provide motivation to create ownership and accountability for results. Clarify performance expectations. Foster teamwork and collaboration. Develop clear performance goals and metrics.

7. Why you need to be an expert at collaboration and teamwork: You cannot succeed alone. You need a team of the brightest people you can possibly find to help you. You need to help the team work extremely well together. You need the team to support you with enthusiasm, respect and trust. But don’t take my word for it…

9. The Forming – Storming – Norming – Performing-Adjourning model of group development maintained that these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results. This model has become the basis for subsequent models.

13. Team Dynamics Team and group dynamics are influenced by many factors, such as The larger context in which the team operates, The organization, The team identity itself, and The mix of individuals within the team. The Context of the Team 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. The Organization The kind of organization, 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.

14. The Team Identity Teams have an identity of their own. This identity stems 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. It is not the sum of the types, or preferences, or temperaments of the team members. The Individuals Within this mix of influences are the individual team members who likely have specific kinds of work to perform and specific roles on the team. Individual members influence the team dynamics as well, so much so that when the composition of the team changes, the team dynamics will change.

15. TEAM BUILDING Team building refers to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit organizations designed for improving team performance. Team building is pursued via a variety of practices, and can range from simple bonding exercises to complex simulations and multi-day team building retreats designed to develop a team (including group assessment and group-dynamic games), usually falling somewhere in between.

17. Types of team-building exercises Communication exercise This type of team building exercise is exactly what it sounds like. Communications exercises are problem solving activities that are geared towards improving communication skills. The issues teams encounter in these exercises are solved by communicating effectively with each other. • Goal: Create an activity which highlights the importance of good communication in team performance and/or potential problems with communication. Problem-solving/decision-making exercise Problem-solving/decision-making exercises focus specifically on groups working together to solve difficult problems or make complex decisions. These exercises are some of the most common as they appear to have the most direct link to what employers want their teams to be able to do. • Goal: Give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution

18. Planning/adaptability exercise These exercises focus on aspects of planning and being adaptable to change. These are important things for teams to be able to do when they are assigned complex tasks or decisions. • Goal: Show the importance of planning before implementing a solution Trust exercise A trust exercise involves engaging team members in a way that will induce trust between them. They are sometimes difficult exercises to implement as there are varying degrees of trust between individuals and varying degrees of individual comfort trusting others in general. • Goal: Create trust between team members

24. Develop your team Be patient and kind with your team Fix the problem instead of blaming people Establish regular, effective meetings Allow time for teams to go through the basic team-building stages Limit the size of work teams to five to twelve members Plan some social activities to help project team members and other stakeholders Stress team identity Nurture team members and encourage them to help each other Take additional actions to work with virtual team members

25. Know the conditions favorable for development of high performing teams Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager Functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other

26. Establishing a Team Identity Effective Use of Meetings Co-location of team members Creation of project team name Team rituals

27. Orchestrating the Decision-Making Process Problem Identification Generating Alternatives Reaching a Decision Follow-up

29. Why do people want to join teams? Individual reasons Security Status Self-esteem Affiliation Power Goal achievement

30. Keys to Managing People Psychologists and management theorists have devoted much research and thought to the field of managing people at work. Important areas related to project management include (1) Motivation, (2) Influence and power, and (3) Effectiveness Motivation Intrinsic motivation causes people to participate in an activity for their own enjoyment eg. read, gardening… Extrinsic motivation causes people to do something for a reward or to avoid a penalty eg. homework

36. 7. Board meeting, a meeting of the Board of directors of an organization 8. One-on-one meeting, between two individuals 9. Off-site meeting, also called "offsite retreat" and known as an Awayday meeting in the UK 10. Kickoff meeting, the first meeting with the project team and the client of the project to discuss the role of each team member 11. Pre-Bid Meeting, a meeting of various competitors and or contractors to visually inspect a jobsite for a future project.

38. 6. During the meeting, someone records the ideas generated and the decisions made. These data are prepared in handout form afterward and distributed to all concerned. 7. The meeting notes indicate who has agreed to do what before the next meeting, and by when. 8. Dates of future meetings (not just the next meeting) are set well in advance so people can make arrangements to attend. 9. Those in attendance consider whether anyone else should be involved in the decisions/future meetings and, if so, who. 10. At the end of the meeting, people review and confirm who will be doing what before the next

39. Review Effective teams have common characteristics such as; size range, purpose, communication, leadership, cohesiveness, identity, diversity, and cooperation. Traditional research suggests teams develop in 5-stage process ; forming, storming, norming, performing, and adjourning. Modern approach indicates growth occurs at project transition points. Team development can be facilitated through training, personality indicators, social styles profiles, and reward systems. PM’s can utilize people handling strategies from motivation theorists and other theorists such as; Maslow, Hertzberg, McClelland, McGregor and Covey … Other areas of importance include; recruitment, maintenance, and conflict management of project teams.