Creating a new Software Project Team What feelings might a new employee have when starting a new job? What can be done to help a new employee make the transition successfully to their new job? Why does the success of the project rest largely on the performance of the team? How can a group of individuals become a cohesive and high-performing team?

1. COMP442 Project Management/ SENG306 Software Project Management
Assignment #2 : Creating a new Software Project Team
Set: 4 April 2012 Due: 18 April 2012
What feelings might a new employee have when starting a new job?
The elation and excitement come first.You go out and celebrate with family and friends, and
you're excited about all the new possibilities before you.After that, however, the panic
begins. You start to get nervous about your new responsibilities, the new corporate culture,
and the new people with whom you'll be working.While starting a new job can be a stressful
experience, this important transition doesn't have to be full of tension and anxiety. With the
right strategies and with a positive outlook, stepping into your new role can be exciting and
enjoyable.
Your legs feel shaky; you notice your palms sweating. You walk nervously into the strange
new building. The colours, sounds, smells; all the new faces blend into an unfamiliar mash of
impressions. Your pulse steps up to a sprint and you paste an eager-to-please smile onto
your face like a ‘please don’t hurt me’ badge. You start your first day of your new job.
So how can you best ensure that you minimize stress when starting that new job?
 Relax with ignorance
 Beware the well-intentioned newcomer trap
 Remember that the unfamiliar will soon be familiar
 Use self-hypnosis to relax on your first day
 Expect the best
What can be done to help a new employee make the transition successfully
to their new job?
 Show them around the office
 Arrange an induction
 Sit down and talk
 Arrange a welcome lunch or drinks
 Consider a mentor
Why does the success of the project rest largely on the performance of the
team?
Figure out what's causing the performance issue, you have to get to the root of the problem.
But because employee performance affects organizational performance, we tend to want to
look for a quick fix. These types of solutions focus largely on the ability of the person
performing the job. Performance, though, is a function of both ability and motivation.

2.  Ability is the person's aptitude, as well as the training and resources supplied by the
organization
 Motivation is the product of desire and commitment
Someone with 100% motivation and 75% ability can often achieve above-average
performance. But a worker with only 25% ability won't be able to achieve the type of
performance you expect, regardless of his or her level of motivation.
How can a group of individuals become a cohesive and high-performing
team?
Steps to Build a High-Performance Team
1. Clear Expectations - Are expectations communicated effectively?
2. Context - Team members must know why they are on the team.
3. Commitment - Team members have to be motivated to be on the team.
4. Competence - Do all team members feel the team is comprised of competent people?
5. Charter - A team needs a charter and assigned responsibilities.
6. Control - A team needs to be empowered to bring about the results described in the
charter.
7. Collaboration - Team members need to understand team development, roles, and
responsibilities.
8. Communication - Team members need to communicate with each other and the
organization effectively.
9. Creative Innovation - The organization must truly want change to be affected from this
team collaboration.
10. Consequences - Both rewards and risk must be clear and the team members must feel
accountable.
11. Coordination - Teams must understand the leadership hierarchy and ultimate customer.
12. Cultural Change - The organization must recognize the differences between the
traditional business hierarchy and the team building model.