TEAM DEVELOPMENT MODEL

CHALLENGES OF TEAM
HUMAN RESOURCES (TEAM)
Virtual Physical TUCKMAN LADDER
MANAGEMENT PLAN

Performance Impact
Provides guidelines on how project Background Noise Performing

human resources should be identified, Body Language

Residence
staffed, managed, controlled, & Different Time zones

g
Food

in
m
Culture

or
released.

N
Forming
Culture issues Adjourning
Identifies training strategies & plans for Multitasking
Religious Issues
developing the team. Communication Path
Recreational Storming

Rewards, feedback, additional Training & Communication Issues

Activities
Language
Team Effectiveness
disciplinary action can be added to plan Political Situations
Coordination ➢ STORMING.
for ongoing team performance ➢ FORMING.
Communication style Feeling competitive & Tense
assessment. Feeling Anxious &
Disagreeing with others
Hesitant
Struggle to establish his
Feeling out Other Team
Team building is essential during place.
Members
initial stages, but it is never never- Forming Cliques
Getting Acquainted
Required team leader to
TEAM/SKILLS REQUIREMENT ending process. Learning Rules &
facilitate conversations.
The number of required team members is Responsibilities
Team starts to address
FEATURES OF VIRTUAL TEAM Understanding team
determined by the requirement of skills work, decisions & project
Team of people of same organization, who goals
required (Types & No) management.
live widespread geographical area. Looking team leader
If not collaborative, the
Add special expertise to project even expert for direction
environment will be
is not in same area. Each member tries his
Physical Virtual counterproductive.
Incorporate employees who work from home. best as an individual
Most crucial & long portion
Hybrid Form team of people who work different ➢ NORMING ➢ PERFORMING
shifts/hours. Begin to work more Perform at highest level.
Move forward project that was ignored due to effectively. Making decisions &
TEAM CHARTER travel expenses. Respecting each other solving problems.
The team charter is a document that opinion Quickly & effectively
outlines the mission, values, agreements, TEAM GROUND RULES Agree on team rules. working independently.
and operating guidelines for team. Ground rules are set of governing practices that Trusting & helping each PM should not push
To avoid conflicts & differences may include can be used to baseline team behaviors and more, let team make
other.
but not limited to, ensure team functions as a high-performing decisions.
Making progress
team.
1. Team values Not relying on team leader
Developed initially by sponsor/PM and then ➢ ADJOURNING
2. Communication guidelines established by the team. as much.
3. Decision-making criteria & processes. Project ends and moves
It must include norms and behaviors, respect Adjust their habits &
4. Conflict resolution process. to different locations.
diversity, and respect time zones. behaviors to support
5. Meeting guidelines. Celebrate success.
Unacceptable to abuse when someone speaks, team.
6. Team Agreements Others should keep silent.
Feeling sad & insecure
They accept conflict.
 TRAINING NEEDS ASSESSMENT JOURNEY OF TRAINING ABRAHAM MASLOW’S EXPECTANCY THEORY
A process to identify gaps between • Team and individual training HIERARCHY OF NEEDS Expectancy theories are
current & required levels of knowledge, requirements. States that there are several levels based on the premise that
skills & abilities of employees. • Conduct training. of needs & wants, and if lesser- people are influenced by the
Training can be formal or informal such • Evaluate Training results. level needs are not met, you will expected results of their
as classroom, online, computer-based, • Present team member certificate not consider high-level demands. actions.
on-job training from other team As individuals satisfy their more The motivational force to
members, mentoring & coaching. Emotional Intelligence basic needs, they become perform or expend effort is
Training can be scheduled as per HR Understanding other people’s feelings & motivated by progressively higher a multiplicative function of
plan or unplanned due to observations, way of thinking. desires. the expectancies that
1-Understanding Yourself. Become aware individuals have concerning
conversations, or appraisal.
of yourself, what makes you happy, and
Training costs must be included in future outcomes and the
what does not make you happy.
budget. 2-Manage Yourself. Project Manager has
Morality, value they place on those
Creativity,
Initial training for the team must to control his emotions. Spontaneity,
outcomes.
include, 3-Social Skills. Have 2 parts, Self Actualization Acceptance,
1. Team building activities. Understanding of other’s perspectives. Experience purpose, THEORY-X & THEORY-Y
Meaning & Inner Potential
2. Diversity training. Influence others. Theory X assumes that
Confidence, Achievement,
3. Health & safety induction. PM spends 90% of his time Self Esteem Respect of Others, Need to be Unique employees are inherently
4. Ground rules training. communicating & social skills will be Love & Belonging Friendship, Family, Intimacy lazy and need to be closely
5. Culture training critical for success. Safety & Security Health, Employment, Property, Social Ability supervised and directed to
6. Emotional intelligence. 4-Empathy. Understand & share feelings
of other people by putting yourself in Physiological Needs Breathing, Food, water, Shelter, Clothing, Sleep be productive. This theory
SWOT ANALYSIS other’s position. assumes that employees
The SWOT analysis is a powerful 5-Motivation. Understanding the HERZBERG 2 FACTOR THEORY are motivated primarily by
technique for judging a team's emotions behind a conflict is most crucial 2 factors or needs must be fulfilled external factors such as
conditions and finding out the issues thing for PM. to motivate employees to perform rewards and punishments.
that it faces, along with the better.
opportunities it has. The SWOT MACKLIN’S THEORY of Theory Y assumes that
➢ Hygiene Agents.
analysis is conducted as a study that is ACHIEVEMENT employees are inherently
Such as Company policies, salary,
designed to gather four different All people are driven by needs of motivated and can be
and physical environment.
aspects of the team and the project. achievement, power, and affiliation. A trusted to work
Insufficient hygiene agents cause
Helpful Harmful combination of 3 elements motivates independently and take
dissatisfaction and presence will
To Achieve Objective To Achieve Objective the people. responsibility for their own
W cause a neutral attitude toward the
Individuals who are motivated by work. This theory assumes
To Environment To Organization

ea job.
kn
Internal

es achievement are driven by challenging that employees are

SW
ths

se ➢ Motivating Agents.
ng

s but reasonable work. motivated primarily by

re
St

Responsibility, growth, recognition,

Those motivated by power seek to internal factors such as
self-development, promotion, and
Op
OT organize and lead others.
other such opportunities are
personal growth and
External

po Those motivated by affiliation seek fulfillment.

rtu
ats

nit primary motivating factors.

acceptance and belonging as part of a
re

ies
Th

team.
RECOGNITION & REWARDS STAGES / LEVELS OF CONFLICT CONFLICT MANAGEMENT CONFLICT MANAGEMENT
It is part of the team PM must determine the level or stage of Successful conflict management TECHNIQUES
development process. conflict to manage it. There are 5 results in greater productivity and
positive working relationships.

Concern for Others

Empathy
It is important that a particular phases. Forcing Collaborative
If differences become negative Directing Confront
reward given to any individual
will be effective only if it factors, initially team members are W-L W-W
satisfies a need that is valued responsible for resolution, if conflict Compromise
by that individual. escalates, the PM should be involved L-L L-W
Award decisions are made in facilitating a satisfactory Avoid Smoothing
during the process of team resolution. Withdraw Accommodate
performance appraisals. To be Conflict should be addressed early
effective should be based on and usually in private, using a direct Empathy
To resolve stage 2,3,4,5, it must be de- Concern for Others
activities and performance collaborative approach, if disruptive
escalated to a lower stage. Collaborative/problem solve.
under a person’s control & plan conflict continues, formal
Problem to solve. The team is Incorporating multiple
shall be with time of procedures may be used including
cooperating & directing all discussions viewpoints. Requires cooperative
distribution. disciplinary action.
towards the issue. They accept ideas & attitude and open dialog that
PM must be aware of kinds of ➢ Phases to Resolve the Issue.
work to find the solution. typically leads to consensus and
cultures, rewards & 1. Determine the nature of issue.
PM should not be involved, let’s team commitment. Seeking to create a
organizations that permit. 2. Identify various solutions.
figure out problems, and let them grow win-win scenario.
The working environment shall Choose a solution, adopt it, modify,
up. Smoothing/Accommodate
be healthy. replace, or replace an alternative if
Disagreement. Team members are at Emphasizing areas of agreement
When someone makes a the current one is ineffective.
opposite ends. If issue not resolved, it rather than differences when
mistake, they are not ➢ Factors that Influence Resolution.
moves to dispute & blame game starts. relationship is important than
dismissed, they receive • Relative importance and intensity
PM should intervene at this stage & outcome of conflict.
favorable treatment. of conflict.
support the team to solve the problem. Forcing/Directing.
• Time pressure.
Contest. Team members are no longer one party pushing their
CONFLICT interested in conflict. They start • Position/power of persons
viewpoint to on other party. it is
Conflict is inevitable in the contesting. involved.
used when outcome of conflict
project’s environment. PM should negotiate & get facts. Motivation to resolve the conflict on
is more important than
Sources of conflict include Crusade. Conflict moves to crusade, a long-term or short-term basis.
relationship of parties.
scarce resources, scheduling and they discuss ideology instead of Withdraw/Avoid.
priorities, and personal work Compromising/Reconcile.
concerns. postponing the issue to be better
styles. when all parties will not be fully
PM should establish safe structures & prepared or to be resolved by
Team ground rules, group satisfied. compromise entails
use diplomacy. others. Avoid this lose-lose
norms, and solid project willingness to give and take. this
World War. At this stage, team situation at all costs or withdraw.
management practices like allows all parties to get something
members can’t see each other. The you simply record and do
planning communication, and they want and avoid escalating the
team must be isolated, chances are, nothing.
role definition reduce the conflict. this style is used when all
they could start abusing/hurting each <<<<
amount of conflict. parties have equal power.
other.
 MANPOWER/RESOURCE ALLOCATION
It includes the roles and responsibilities. It will
define.
who will do?
what will do?
where will do?
when will do?

Resource Calander
Resource Calander is a tool used in Project
Management to keep track of the working
days and non-working days of project team
members. It helps the Project Manager to
assign tasks to team members based on their
availability. By using resource calendar project
manager can ensure that team members are
available to work when needed to execute the
project tasks.

Responsibility Assignment Matrix RACI Matrix

RAM responsibility assignment matrix is a RACI Matrix is an extension of the RAM matrix. It is the common way of
project management tool that maps out showing stakeholders who are responsible, accountable, consulted, or
project tasks against the people responsible informed.
for them. RAM is used to depict the Responsibility: Who is responsible for doing some activity?
relationship between the work to be done and Accountable: Who is accountable for that activity?
team members. Consult: Whom to consult?
Inform: Whom to inform?
RAM Quality
Sr Project Engineering Purchasing Manufacturing
Activity Assurance
No Manager Manager Manager Manager
Manager
Sr. Team
Responsibility
No Member 1 Create Blue Print A R C C

1 A X Manufacture
2 I A C R
Circuit Board
2 B Y Test Circuit
3 I R A C
3 C Z Board
Order
4 C C I R A
Components

5 Assemble I C C R