Teamwork

Question 1

What is teamwork?

Answer 1

A group of people working in collaboration or in cooperation towards a common goal

Question 2

What is important in terms of teamwork?

Answer 2

Clear, concise, honest, open communication

Motivation

Focus on the purpose and the goal

Question 3

How is a team formed?

Answer 3

Before a team is formed the team needs to be built. To do this you need to looks at skills and abilities required. This can be linked to Belbin’s model of team roles. Belbin identified 9 different roles and said all 9 should be filled for a team to work to its optimum.
After the team is formed it will start to grow and evolve. This can be related to tuckmans team development model. Stages being: Forming, storming, norming and performing. It is possible for teams to step back a stage if there is complacency or conflict. The PM needs to get the team back on track, motivating them, communicating effectively and brining the focus back to the common goal I order to have high performance.

Question 4

How do you get a team to work together or motivate a team?

Answer 4

Be a good role model 
Listen 
Develop skills 
Seek positives 
Provide constructive feedback 
Remind a team of why you are doing what you are doing 
Good communication 
Set realistic goals 
Understand strengths and weaknesses

Question 5

What team motivation theories are you aware of?

Answer 5

Maslow’s Hierarchy of Needs:
This describes that in order to be motivated there needs to be a series of tiers of motivational components. The individual will look to aspects of the tier above to provide the strongest motivation. They always aspire to the next level.
Physiological; safety; belongingness; esteem; self-actualisation

Herzberg two-factor theory:
Discusses factors which cause job satisfaction and job dissatisfaction.
Hygiene factors will get to to certain point and then there is no motivation past it.
Psychological needs lead to true satisfaction: achievement, recognition, work itself
Physiological needs are hygiene factors which lead to dissatisfaction: company policy, supervision, work conditions

Question 6

What makes a good team?

Answer 6

Diverse skills
Playing to strengths and recognising weaknesses to fill the gaps by other people
Having clear roles and responsibilities and ensuring these are filled
Having good motivation
Having good communication

Question 7

What are the right dynamics required in a team?

Answer 7

Listening
Respect
Sharing information
Supporting one another

Question 8

Can you give an example of when you have shown good teamwork?

Answer 8

Yes I have an example on the XX project where the client wanted to explore the WELL certificate late in the project process.

I facilitated team meetings, and got the team to work together to carry out a gap analysis. I took control of the WELL tracker and tried to not impact the team too much as they were working towards completion. So ensured the meetings were efficient and as short as possible.

The team worked together to complete the Gap Analysis but the conclusion was that the certificate would not proceed.

Question 9

Can you give me an example of good team work?

Answer 9

Yes I have an example on the XX project, where the team were working together and highly performing.

I facilitated bi-weekly site progress meetings and walk arounds and managed risk items proactively with the team. I had a live PEP which the team adhered to, particularly with the RFI process which meant information was answered on time or early.
I communicated with the team and the client on a regular basis overcoming any issues as they arose rather than leave them to evolve.

This high performing team did not get complacent and didn’t experience conflict when it was crucial which meant the outcome was the project finishing to high quality and two weeks ahead of programme.

Question 10

When have you shown good teamwork?

Answer 10

I have an example of working alongside lead PMs on projects and working together to ensure our role is fulfilled, deadlines are set realistically and met. When the PM is on annual leave or dealing with prioritise on other projects I ensure I step up my responsibilities on the project we are working on together to alleviate additional pressure. I ensure that I review handover notes when people are on leave and try to ensure tasks are complete so that when that person returns, they are in a comfortable position with their projects.