Team Mangement

Question 1

What makes effective team? (5)

Answer 1

1. clear objectives and common goals (communicated via PM), 2, clear decision making process, 3,open and clear communication (transparency, raise problems that hinder progress, people safe to suggest new ideas), 4, trust and cooperation (PM needed less, mutual accountability) 5. clear roles and responsibility (members are effective and productive in their roles)

Question 2

Benefits of effective team?

Answer 2

1. less conflict. 2. able to anticipate problems, plan and mitigate them 3. joint sense of purpose and alignment to vision - working in same direction. 4. increased productivity and project success (time, cost, quality) effective team produce products more quickly and efficiently

Question 3

Progression and evolution of teams

Answer 3

1. Creation (team formation, choose those who best suit the project). 2. Development (feel each other out, disagreements. 3. Leadership (effective leadership critical, tailor things to ensure effective team and keep project on track)

Question 4

Model #1

Answer 4

Belbin Team Roles Model. If leader understands how each individual prefers to behave, develop team by utilising these strengths and behaviours. Need a good mix on projects. 1. Completer finisher are task orientated, want to complete task, serarching out errors and perfecting work. can worry a lot and reluctant to delegate. 2. Plant are ideas people, very creative and generate ideas and can solve difficult problems - don’t communicate and don’t use data. 3. Resource investigator mix of ideas and people. develop contacts, explore opps and bring back ideas from other people. can lose interest once initial enthusiasm is passed. 4. Team workers are people people, listen and avert friction, can avoid confrontation and are indecisive. 5. Coordinator - mix of all three, should be PM, identify talent and clarify goals, can be seen as manipulative

Question 5

Model #2

Answer 5

Tuckman Model of Team Development. Team needs time to mature into performing team 1. Forming, when team first get together, may not know each other or be clear on project objectives, look to PM for support. 2. Storming, conflict arises due to differeing perspectives and experience on how to complete project objectives. PM have to be proactive to get through this stage quickly. 3. Norming, wokring together but can be complacent, can work better together, still reliant on PM for issues. 4. performing - team excelling at working together, handling day-to-day issues. PM take a step back and delgate and focus on critical problems.

Question 6

Other 4 models

Answer 6

Hackman’s team effectiveness (5 conditions in place for team to be effective) Myers-Briggs Type Indicator (MBTI) how individuals perceive situation, their communciation preferences, influence how they will react. Margerison McCann - individuals preferred role in a team , how you make decisions, use information. Katzenback and Smiths Team Model - different levels of teamwork effectiveness, need to get to hgh-performing team asap.

Question 7

Differences between virtual and hybrid teams

Answer 7

how leaders establish trusts (hold regular team meetings and create opps for talking. how overcome cultural differences (promote right behaviours, build a team identity. Overcome challenges to open and sunchronous communcation - use tech, change format to suit people, acknolwedge timezones. facilitate contribursion from all team members (ensure right training, allow questions bu email, share info ahead of time)

Question 8

Challenges to team management

Answer 8

1. Communication (use communication tools, open communication, agree norms of communication, ensure same message to everyone) 2. Build trust and team cohesion (create platforms for casual interaction) 3. Cultural differences (promote listening, clear team identity). 4. Accountability and perfomance monitoring (implement clear metrics with regular check-ins) 5. flexibility (yes)