In this video, Claudine Peet describes the people-side of putting a project team together. She walks through Tuckman's model of team development and Glaser and Glaser's five factors for successful teams. Learn to describe the leadership style and actions required by the project manager to resolve these problems.
- As a project manager, your job is to manage the project, not to do the work, and you're going to need a team for that. And whether you're allocated a team or get to pick it yourself, you're going to need to lead them effectively. We're going to take a look at two change management models that will help you lead your team effectively. The first model is Glaser and Glaser's Five Elements for an Effective Team. In this model, a team must have a mission and goals. This provides clarity and purpose for the work that they will perform. Every team needs roles, which will be allocated to members of the team, clarifying their responsibilities and authority for the project. Operating processes set out how the team will work, how they will collaborate, make decisions, resolve issues, and communicate progress. Interpersonal relationships clarify how the team will engage with and support each other during the change. And finally, the interteam relations identify how they will engage and collaborate with other teams during the change. So, as a project manager, you need to pay attention to these factors to ensure your team operate effectively. The next is Tuckman's Model of Team Development, which provides insight into team behaviors at different stages during the project, allowing you to adjust your management style appropriately. The first stage is forming. A team in this stage will be getting together for the first time. If they don't know each other, they will most likely be polite and formal. They'll want confirmation from a leader on their objectives as well as who will be doing what and how it will be done. You'll need to adopt a more commanding style of leadership by telling the team what they'll be doing. The next stage is storming. After the team members have had a chance to consider their goals, processes, and roles, they often begin questioning them. This can lead to conflict, which sometimes has positive outcomes. In this phase, you'll need to adopt a more affiliative style of leadership, encouraging team members to talk to each other to resolve conflicts. Next, the team will reach the norming stage. At this point, the team is working well together. Yes, they may still have an occasional disagreement over how to tackle an issue, but largely, they're making progress, so you can take a more democratic approach to leadership. The team knows what they're doing, so you can largely leave them to get on with things. If they want guidance, they'll ask for it. At some point, the team will become a cohesive unit and will reach the performing stage. They've improved the way that they work together, so you can now adopt a coaching approach to leadership and focus on developing team members within their role. Appointing a project team is not just about making sure that you have the right skills in your team members, it's also about being able to recognize emotional behaviors so that you can adapt your style of leadership to ensure the team are functioning at their best.
- Recognize the characteristics of the four stages of the project life cycle.
- Determine how to respond to a team member expressing anger over a change.
- Identify who is most likely to encounter operational resistance.
- Explain what CPIG stands for.
- Summarize what to expect during the forming stage of the Tuckman model of team development.
- Recall an effective strategy for dealing with the demotivation of a team.
- Identify the point during a change when there is the greatest risk to business units.