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Organizing a Project Team

Organizing a Project Team. Outline. Assessing Internal Skills Creating a Team Managing Team Issues. Think of Your Favorite Spy Movie. Generalities. Project organization / organizing the software project team is critical part in software project management

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Organizing a Project Team

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  1. Organizinga Project Team

  2. Outline • Assessing Internal Skills • Creating a Team • Managing Team Issues

  3. Think of Your Favorite Spy Movie

  4. Generalities • Project organization / organizing the software project team is critical part in software project management • Software team productivity ≈ Critical cost for software engineering • Managing technical people is relatively more difficult • How to build and make the IS team works?

  5. Building Bridges versus Software • Why do bridge projects usually succeed? • Why do software projects usually fail? • X on time • X within budget • X meet expectations

  6. Developing Project Organization

  7. Assessing Internal Skills • Experience is the best barometer • Prior Projects • Personal Knowledge • Recommendation of Management • Recommendation of Team Members

  8. Assessment of Internal Skills is Derived from Multiple Sources Team Members Management Input Reputation of Workers Experience

  9. A Balance of Certifications and Experience Proves Expertise Expertise Certifications Experience

  10. Creating a Team

  11. Defining Team Structure • As you begin to shape your project team, you will need to determine the type of team you’ll assembly. Specifically, your team will comprised one of two structures: • Part Time Matrix: This structure is fairly common as it allows employees to work on their regular assignments and a percentage of their time is allotted for your projects. All team members complete their assigned duties as part of their regular workweek • Full Time Matrix: This structure is more typical of contract-based workers. Full-time matrix employees are dedicated to the project 100% of their workweek

  12. Project Participants

  13. PM Must be Able to…. • Understand his team as a group of individuals • (if he can) to select the group individuals • Understand the individual behaviors in the group • Tailor the structure and group operating mode in respect to the task to be realized • Supervise the group in order to ensure that the cost, schedule and performance objectives are met

  14. Personal Ambitions must be put aside for the success of the projects Project Success Spirit of Teamwork Jealousies Politics Anxiety Project Manager

  15. Motivating your Team How can you motivate your team and change the focus from self-centric to project- centric • Show the team members what’s in it for them • Show the team what this project mean to the company • Show the team why this is exciting (semangat) • Show the team members their importance

  16. Managing Team Issues • Unit of One / Common Goals • Do Thinks Small • Individual Respect • Right job and personnel assignments • Open Communication

  17. Unit of One • A project team is unit of one, which can’t tolerate individual error • All members must have the same Common visions about where the team is going • The leaders and the members of good teams must have realistic expectations of goals and motives of a project, that’s why all members have to understand : • the project's purpose, • the strategy for getting the work accomplished, • the ultimate goal, • the benefits people will receive if the goal is met, • the measurement system that's going to be used, and • how differences of opinion ( or other conflicts ) are going to be handled.

  18. Do Think Small !!!

  19. Do Think Small !!!

  20. Individual Respect • To create personnel commitment and strong leadership • Mostly IT people are highly educated and relatively more individualist • Individual must have two basic qualities: • Resistance to stress • Adaptation • Organization and team shared culture that rewards the project members

  21. Right Jobs Assignment • Team members came from different background • To define a right job desc, based on project assessment, will assure the project deliverables completion • To assign right people to do the right job, is a way to bust project motivation and performance

  22. Open Communication • Open communication between project participants is a catalyst to bust the project performance • Psychologically : • People are individuals and has their own project agenda • People aren't stupid. They know when they're being used. • People tend to be intimidated by those who hold leadership positions • A team works better when people are at ease with the leader. Members are more likely to saywhat's on their minds

  23. Get Organized

  24. “Be Quick but Don’t Hurry” John Wooden

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