FS

130- Develop Team

Importance of Developing the Team

  • Core PM process: directly affects quality of project deliverables
  • Begins immediately after you acquire resources
  • Goal: raise communication, skills, cohesion → high-performance team
  • Poorly developed team ⇒ poor output; well-developed team ⇒ strong output

Tuckman’s Ladder (Team-Development Stages)

  • 1 Forming – polite introductions; no conflict yet
  • 2 Storming – disagreements on tasks/methods emerge
  • 3 Norming – team negotiates & agrees on best approaches
  • 4 Performing – collaborative, efficient work execution
  • 5 Adjourning – project closure; members released
  • Normal to experience Storming; PM must coach team through each phase

Key Tools & Techniques

  • Colocation (War Room/Tight Matrix): face-to-face work in one space
  • Virtual Teams: dispersed staff; watch tech, culture, time-zone issues
  • Communication Technology: set approved channels (email, chat, etc.)
  • Interpersonal & Team Skills: conflict mgmt, influencing, motivating, negotiating, team-building activities
  • Training: ensure members get required org/technical instruction
  • Meetings & Assessments: individual & overall team evaluations; coaching as needed

Motivation & Reward Theories

  • Maslow’s Hierarchy: physiological → safety → social → esteem → self-actualization; member’s level affects motivation
  • Herzberg: hygiene factors (pay, workspace) prevent demotivation; motivators (growth, achievement) drive performance
  • McGregor:
    • Theory X – distrust, micromanagement (bad)
    • Theory Y – people are self-motivated (good)
  • Theory Z (Ouchi): long-term employment, holistic well-being, strong loyalty (Japanese model)
  • Expectancy Theory: effort depends on expected reward (e.g., bonus)
  • McClelland’s 3 Needs: achievement, power, affiliation must exist for sustained motivation

Forms of Power (Most ↔ Least Effective)

  1. Expert Power – recognized subject matter expertise
  2. Reward Power – ability to grant raises, time off, promotions
  3. Legitimate Power – authority from position/title
  4. Referent Power – charisma, likability (insufficient alone)
  5. Punishment Power – coercion through fear (worst)

Primary Output: Team Performance Assessments

  • Evaluate if team is now high-performing
  • Identify skill gaps, training needs, conflict areas
  • Develop actions to improve individual and group performance
  • Aim to reduce staff turnover and sustain productivity

PM Takeaways

  • Your success = people management skill
  • After mastering processes, invest time in courses/books on motivation, negotiation, conflict resolution, leadership