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Never stop improving quality Teamwork Nhan Phan-Trong Tuan Lan-Anh www.elarion.com

Table of contents • Definition • The differences between 'Group' and 'Team' • Necessity of working in team • Stages of Team Growth • Assembling the project team • Defining and documenting Team member commitment • Building a strong project team • How to resolve conflicts in a team Team Work 2

Definition • A team is a group of people with complementary skills, working together to accomplish common goals • The number of members should be from 6 to 20 people Team Work 3

Table of contents • Definition • The differences between 'Group' and 'Team' • Necessity of working in team • Stages of Team Growth • Assembling the project team • Defining and documenting Team member commitment • Building a strong project team • Managing a team during projects Team Work 4

The differences between 'Group' and 'Team' Team Work 5

Necessity of working in team • To be able to complete large project • Sharing tasks • Saving time from doing redundant tasks • Sharing information and resources • To be able to deploy many solutions • Opportunity to access many different points of view • Developing critical thinking skills • Easily to detect mistakes in each solution Team Work 7

Necessity of working in team • Building a good relationship among colleagues • Developing communication and teamwork skills • Developing skills of solving conflict Team Work 8

Stages of Team Growth • Forming Team Work 10

Stages of Team Growth • Storming Team Work 11

Stages of Team Growth • Norming Team Work 12

Stages of Team Growth • Performing Team Work 13

Stages of Team Growth • Adjourning Team Work 14

Stages of Team Growth Team Work 15

Assembling the project team • 1. Developing the work breakdown structure • 2. Identify skills required • After developing work breakdown structure for the project, the skills required to execute the project become apparent Team Work 17

Assembling the project team • 3. Finding members • Approach supervisor of personnel • Identify the role of members Team Work 18

Assembling the project team • 3. Finding members • Objective criteria • Perceived technical ability • Estimating proficiency • Project management skills • Experience as a task leader on other projects. • Attitude toward this project and toward projects in general Team Work 19

Assembling the project team • 3. Finding members • Subjective criteria • Prior attitude with the subject matter • Information from fellow project managers • Opinions based on casual contact with the individual offered as a team members Team Work 20

Assembling the project team • 4. Identify the affection of the organization's structure and distribution of authority • 5. Negotiating with potential members • Each member agree with his or her role in group • Each member agree with another members' role in group • The task is feasible for each member Team Work 21

Assembling the project team • There are 3 questions you can use to decide what to look for in prospective team members • Would I want this individual working for me? • Would I want this individual as one of my peers? • Would I want to work for this individual? Team Work 22

Table of contents • Definition • The differences between 'Group' and 'Team' • Necessity of working in team • Stages of Team Growth • Assembling the project team • Defining and documenting Team member commitment • Building a strong project teamH • ow to resolve conflicts in a team Team Work 23

Team member commitment • There are two tools can help you here • The skills inventory matrix • The responsibility matrix Team Work 24

Team member commitment • The skills inventory matrix Team Work 25

Team member commitment • The responsibility matrix • How to set up a simple matrix form • Depict the skills or areas of expertise along the x-axis and the resources (people) along the y-axis • Then place a check mark in the box indicating which skill(s) each team member possesses • In this way, you create a useful overview of team members and skills from which to assign tasks Team Work 26

Team member commitment • The responsibility matrix Team Work 27

Team member commitment • How to develop the responsibilitymatrix • List the tasks on the left axis and the names or job titles of the project team members along the top • Match the tasks to the members: indicating the person with prime responsibility (P) and those having support responsibility (S) • Each task requires one and only one prime; several supporting team members may be assigned • The team member with prime responsibility is accountable for ensuring that the task comes in on time, within budget, and at the expected level of qualit. Team Work 28

Team member commitment 5 rules of thumb when preparing a responsibility matrix a. Assign staff because they have the correct skills, not because they have time available b. Do not assign too many people to one task c. Obtain buy-in from team members: “ask,” don’t “tell” Team Work 29

Team member commitment • 5 rules of thumb when preparing a responsibility matrix • d. Consider • Who is good at what • Who wants to do what • Who can or cannot work together • Who likes to create versus maintain Team Work 30

Team member commitment • 5 rules of thumb when preparing a responsibility matrix • e. From the perspective of the project, consider • What skills are needed • What skills are available • If someone left a task, whether his or her work could be redistributed Team Work 31

Table of contents • Definition • The differences between 'Group' and 'Team' • Necessity of working in team • Stages of Team Growth • Assembling the project team • Defining and documenting Team member commitment • Building a strong project team • Managing a team during projects Team Work 32

Building a Strong Project Team • Characteristics of Effective Teams • Techniques for Team Development • Building a Team Communication Plan Team Work 33

Characteristics of Effective Teams • The team must have a clear goal • The team must have a results-driven structure • The team must have competent team members • The team must have unified commitment • The team must have collaborative climate • The team must have high standards that are understood by all • The team must receive external support and encouragement • The team must has principled leadership Team Work 34

Techniques for Team Development • Build a broad-based team • Choose the “best” people to join into your team • Who are the “best” people? • Find out their strengths and weaknesses • Evaluate each person's comment, make your own judgment • Establish a formal leader • Project Team should have only one leader – Project Manager • Responsibility and authority => Project Manager's role Team Work 35

Techniques for Team Development (cont.) • Build and maintain team spirit • Do not share negative developments with the team • Find someone on the team to be the cheerleader • Keep team members informed • Do not change the plan without team member's idea • Project Manager need the respect • Establishing communication channels Team Work 36

Building a Team Communication Plan • Form of Communication • Meeting • Who will attend • How often meeting will be held and where • When they will be scheduled • Who will be responsible for agendas, minutes and other logistics • Your team member plan should be part of your project plan • Telephone calls • Electronic mail Team Work 37

Guidelines for Developing Effective Team Communication • Involve key members of your project team in developing a communication plan • Define how and when your communication will take place (with team members) and how you will work together • Devise a strategy to prevent losing information and to solve the problem when losing information occur • Developing your communication plan soon Team Work 38

How to resolve conflicts in a team • Find common goals • Identify the resource of the conflict beetwen team members • Gain commitment • Exercise professional courtesy • Look beyond the incident • Find a basis for the agreement • Confront the issue privately • Avoid hostility by reframing the conversation Team Work 40

How to resolve conflicts in a team(cont.) • Accentuate the positive • Clear the air “A crew merging into a single force that is unstoppable” Team Work 41

Reference • Mindjet MindManager Pro • Make plan and manage information • More: http://www.mindjet.com • Microsoft Groove • Internet software for making direct connections with the people in team • More: http://office.microsoft.com/en-us/groove/FX100487641033.aspx Team Work 42

Reference • Tuckman model • More:http://en.wikipedia.org/wiki/Tuckman_Model • Book: Project Management • Internet software for making direct connections with the people in team • by Joan Knudson and Ira Bitz • AMACOM Books • ISBN: 0814450431 Pub Date: 01/01/91 Team Work 43

Questions & Answers ? Team Work 44

Thanks for your attention! Team Work 45

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