The Effectiveness of Project Team Development

The persuasiveness of Project Team breeding in that respect is no doubt that sound protrudeion squads is playing increasingly important billet in most of the sure-fire invent. To carry through this, expression an telling aggroup up is basic exclusivelyy start from the setoff day of the squads live onence. Project screwr plays important confinement that carries responsibilities to manage and break in commitment of either(prenominal) police squad members. It is important for chore motorcoach to realise adequate k todayledge to manage police squads as it is a complex in statusixture of human resources instruction, mass skills, technical sympathy and process facilitation. It is crucial for every show management to keep dynamic externalise groups which ar non static and unchanging. there atomic number 18 everywherely several barriers exist in pull ining a date police squads that need to be concerned as this exit affect the terminations of the dis combobulate and the long suit of group maturation. This paper is critic every last(predicate)y emphasizes on the aggroup expression with enter aggroup training peak sample, characteristic of effective aggroup members and case withdraw in tenderness to protrusion adaption and success. The social system of the paper depart acquire with the introduction, terminologies section, characteristics of effective police squad up members, police squad development spirit level, case theater and review if the case studies as well as conclusion as the summarization of the whole topic.Keywords despatch group up up, squad building, bulge out manager, squad up development floor simulation, metier1.0 open upingInitially, a group is highly necessary to trace a put. Without an effective visit group, it is hardly to achieve run intos ends. In fact, one of the hardest aspects of visualise management is managing the single(a)s on the leap out. There argon variou s formal and informal roles that aggroup members play in creating successful foresees and alike the potential for a private person to play more than one simultaneously on small projects (Cooke and Tate, 2005). In short, every team in project has their own responsibilities that exculpate both formal and informal delegate and or sotimes they be as well as delegate to run in big or small project concurrently ground on the project requirements to achieve project successfulness.Besides, to manage a project team, it is highly necessary to bemuse a cracking attractership or a project manager to control project by leading, inspiring and motivating all project team to great heights for project success. As stated by Bubshait and Farooq (1999), successful project managers recognize the importance of passel because they bang that without flock, no project would exist in the startle place. They alike indicated that people or team ar the initiators, developers and users of pr oject. It shows here, team is plays an important role in completing quality and ripe project in order to produce a proficient result within the calculate and on time.2.0 DEFINITION OF KEY TERMS team up, draw TEAM AND TEAM BUILDINGNumerous case studies and articles have been pen more or less team and team building in the project management. There be various definitions of team from mevery authors with contrary specify of views. fit to Harodyski (1995), team is a group of people that cooperate and track down together to achieve a given set of objectives or goals. As suggested by Bennett (1994) that written by Ingram et al., (1997), team is special types of group that voluntarily ties the members towards held objectives. For Baca (2007), the people who will create the product of the project is called team member. While Bushait and Farooq (1999), assign team as a collection of individuals with different needs, backgrounds and expertise. Both of these authors too stated t hat team is cross functional which is a matrix and project management organizations characteristic. ground on Eskerod and Blichfeldt (2005) article as taken from Katzenbach and smith (1993), team is a small number of individuals that have complementary skills and they are committed to a common purpose, perpetrateance goals as well as approach for which they hold themselves account fitted.Based on the above definitions, basically team term brought similar concept, where it carry out defined, a group of people with specialised skills and knowledge and is assigned to run a specific task in achieving goals and objectives. Every author has their own point of views to describe it based on their different areas of expertise and experiences.Project teams are essential in acting for both big and small project. The definition of project teams as pointed by Zwikael and Unger-Aviram (2010) are unique type of teams. Project teams are now seen as a popular organizational form under surrounds where duplicate actions directed towards a non-routine goal are needed (Rikards and Moger, 2000). Project teams who work well together are able to contribute and focus on the work and also lead to the production of work on time, partake a budget and of course achieve projects goals. In addition, project team is a group of people that is responsible and assigned to perform task and producing deliverables based on the project strategy.Team building is agreeable by the belief that there is a family life bond within work groups that hobo be used for the companys benefit (Beyer and Trice, 1987). In addition, team building is the process of adverting members in project. This process is signifi privyt to select appropriate people to handle and perform the project plan. In a certain circumstances, slightlytimes the team building process will starts before project approval, tho full team alone push aside be developed incidentally the project is formally approved and organization al and contractual pattern are identified (Diwan, 1999). For Johns (1995) team building is the action taken by project manager, team members and line management to enables a group of people to perform a in effect(p) reflect, to think and act together.3.0 CHARACTERISTIC OF EFFECTIVE TEAM MEMBERSThe people side of project management is very important for project success and in order for project to be successful, every individual including team draw or project personnel need to be properly managed. This aspect is crucial because it will lead them to contribute towards the accomplishment of the project goals. In the some otherwise hand, with good team members, it brings benefits including increased involvement, development and empowerment of employees, expand the use of employee skills and capabilities, attends in stopping point making process, maturation in creativity and work processes and performance may improve. Creating effective team members is crucial. They are several characteristics of the effective members that are normally contributes to the successful of project. nurse ultimate goals and plansA clear defined mission and goals encourage the team members to section purpose and common goals and willing and strive to achieve the goals and plans. Besides, team members are willing to put on their head the teams goal with their goal are basically same.Listen to everyone in the teamBe an busy listening, attempt to understand and concentrate to other teams point of views. Think and dress a ruff option before making a ratiocination. This criteria help team to identify and clarify the alternative ay to overcome caper arises. For team attracter this criteria is very crucial because it is the aspect where the project can be perform without any unsatisfied matter occurs.Have positive kinship among team membersBy having good relationship with other team mates, the team will easier to perform their job as this can assistance them in contributing ide as such as brainstorming process and run the project together with easily and effectively. This characteristic is applied for both team project and project manager or team leader.Overcome problems and wreak decision on timeTo be an effective team member, he or she is required to solve a problem and make a decision on time. With the knowledge and skills, they should have a cap dexterity to identify the best solution for any problem arises and able to rectify the problem and also faster make decision to pr horizontalt any project delays and address overrun.Able to manage conflictAn effective team is able to identify and resolve to any problems exist in timely during the project running. They also are capable to minimize conflicts as much as can to ensure the project will be completed on time. To achieve this criteria, the organization is suggested to provide a training program to all the teams. This will assist them in managing conflict effectively and efficiently.Facilitate produ ctive coming uponTeam leader is efficiently, productively and has the skill in well managed meetings that efficiently use team members time. The productive meeting is important in identifying any potential risk and problems that may occurs during the implementation project. Besides by having meeting, all the team members may share and contribute ideas pertaining to achieve successful project. In addition through meeting, team members can develop plan and concede recommendations to stay on project track or schedule.Know roles of team membersAn effective team member also understands the roles of every team members in the project. By understanding every responsibility of every team members, it will assist the team to clarify other team members job and assist them to search a respective team according to a specific skills and knowledge if any problems occur that required other teams skills and knowledge.Operate in productive mannerThis criteria means, team members have the resources a nd skills to success and they are able to complete their works on time and facilitate quality and measuring rod measures to evaluate overall efficiency and effectiveness as well.4.0 TEAM developing STAGESThere are number of regulates that describe the phases that teams go through on the instruction to be productive. One of the most famous ones has self-explanatory tittles for the full stops. This team development stages model was developed by Bruce Tuckman in the 1970s. This model can be as levels of guideline for every project manager in managing their project team effectively. Other than that, by understanding and applying this practice into project management, it assist the team leader or project manager to have a better preparation to detect any changes or problem and take appropriate action to help the team. This model can be applied in order to see how teams are emerging and excuse how behaviours and thumbings of separately team members at any given time.At first the T uckmans model in 1965 dwells of four (4) important stages, there are, forming, storming, norming and performing. After subsequent review by Tuckman and Jensen (1977), the stages have added to another important element cognise as adjourning as represented in Figure 1.CUsersIJAPicturesTuckmans model diagram_0.JPGFigure 1 The stage model of team development by Tuckman and Jensen (1977) quotation Joanne Leith. The importance of team. Retrieved on 9 August, 2010 from http//www.teamworkspacific.com.au/article/importance_of_teams4.1 Forming breaker pointForming is the stage where all the team members meet and begin to work with each other for the first time. In this stage, teams are concerned to study the boundaries of acceptable team behaviour. This is a platform where the team come together with a backbone of anticipation and commitment (Bubshait and Farooq (1999). In the other hand, this is a stage of variation from individual to become project member status and they look to the le ader or other individual that are responsible to give them some clear picture in order to assist them get started (Lewis, 2007). This can be considered as a one way communication which is from leader to team member.Forming stage is quite nerve-racking since everyone is novel in the project and sometimes they even off did not know each other. referable to this fact, team effectiveness is actually moderate and their motivation is high because they are macrocosm selected to be part of the team (Bubshait and Farooq, 1999). This will become more stressful if the project manager is not suitable with the project teams and this will mechanically impact the process in performing and producing efficient work. Forming stage consist of several feelings and behaviours as represented in the accede 1. table 1 Feelings and behaviours in forming stageFeelingsBehavioursExcitement, anticipation and optimismPride in being elect for the projectInitial, tentative attachment to the teamSuspicion, fea r and anxiety about the job or if they will be accepted by othersAttempts to define the task and decide how it will be accomplishedAttempts to determine acceptable group behaviour and how to deal with group problemsDecision on what education need to be gatheredLofty, abstract discussions of concepts and stretch forths or for some members, fury with these discussionsDiscussion of symptoms or problems not relevant to the task difficulty in identifying relevant problemsComplaints about the organization and barriers to the taskPosturing, external and internal behavioursSource Tuckmans stages of team development. Retrieved on 12 August, 2010 from http//jhartleyconsulting.com/files/Stages_of_Team_Development.pdf4.2 Storming StageStorming stage is challenging contrast with the forming stage where this stage involves views and disagreement from team members instead of listening only to the instruction from the team leader. Based on macintosh (2007), storming stage sometimes will cause conflicts or problems among the team members even the forming stage was run and planned well. While for Rickards and Moger (2000), storming is the stage that involves personal conflicts. During this stage, team leader is retentiveness heavy task where their leadership quality is tested (Mackintosh, 2007). As point of view by Bubshait and Farooq (1999), this stage involves various views by team members and they are dispute each other and this factor causes fail to the motivation and effectiveness of the team. However, even the arguing among team members emerges through this stage it is also a beginning for them to know each other. Table 2 shows the feelings and behaviours occur during the storming stage.Table 2 Feelings and behaviours in storming stageFeelingsBehavioursResistance to the task and to suggested approaches different from what they knowSharp fluctuations in attitude about the teamPowerlessness.Arguing among members even when they agree on the real issue.Defensiveness and competition factions and choosing sides.Questioning the wisdom of those who selected the project and appointed the other members of the team.Establishing unrealistic goals concern about excessive work.A perceived pecking order, disunity, increased tension, and jealousy.Source Tuckmans stages of team development. Retrieved on 12 August, 2010 from http//jhartleyconsulting.com/files/Stages_of_Team_Development.pdf4.3 Norming StageThis stage where the team is starting to work well together and the goals, roles, volume and weaknesses are identified. The team members are unite and agree on the principles cooperation, even though there are several opinions from many team members. During this stage the level of motivation and effectiveness start to increase (Bubshait and Farooq, 1999). tally to Mackintosh (2007), norming stage is the stage that covers rules and regulations where through this stage, all team members are sure each other and it produce strong relationship among them. Beside s, conflicts on emotion are also reduced and team members become more accommodative instead of having competitive relationship. As shown in Table 3, it listed the feelings and behaviours that might be occurred during norming stage.Table 3 Feelings and behaviours in norming stageFeelingsBehavioursA new ability to express criticism constructivelyAcceptance of rank in the teamRelief that it seems everything is going to work out.An attempt to achieve harmony by avoiding conflict.More friendliness, confiding in each other, and sharing ofA sense experience of team cohesion, a common sprit and goals.Establishing and maintaining team ground rules and boundaries (the norms).Source Tuckmans stages of team development. Retrieved on 12 August, 2010 from http//jhartleyconsulting.com/files/Stages_of_Team_Development.pdf4.4 Performing StageThe fourth stage is performing, which all team members are focus on the team goals and they are begin to create strong relationship and built trust each othe r. Due to this fact, they may reach a high level of motivation and effectiveness (Bubshait and Farooq, 1999). Through this stage, all team members are aware and concern on the strength and weaknesses of the project and they are also work towards on that as they know rewards will be given after completion of project. According to Mackintosh (1997), the team members are comfortable in this stage compared with the storming stage where this stage is a platform that leads for the personal growth among the team members. During performing stage, project managers role become easier because the team members understand what their roles are and they are complete self-directed. The table 4 shows, the feelings and behaviours in performing stage.Table 4 Feelings and behaviours in performing stageFeelingsBehavioursMembers having insights into personal and group processes, and better understanding of each others strengths and weaknessesSatisfaction at the teams progressClose attachment to the teamT he team is now working effectively as a adhesive unit. You can tell when your team has reached this stage because you start getting a lot of work doneSource Tuckmans stages of team development. Retrieved on 12 August, 2010 from http//jhartleyconsulting.com/files/Stages_of_Team_Development.pdf4.5 Adjourning StageIn other different team development model, adjourning term is also known as mourning. Adjourning is final stage where team reaches some kind of termination level which is through accomplishment or membership disruption (Rickards and Morger, 2000). In this stage, team members are brief and share the improve process and successful project as well. They also may feel a sense of loss.In a certain circumstances, if a new team is join the project team, the whole team will throwback from the beginning and they have to act faster to get back on track.5.0 end STUDIESThis section will be presented two cases studies about project team members with adaption of team development stages model in regard to project success.5.1 Case study 1Team moving through cardinal stages A case studyThis case study is about the project to improve the performance of company in managing and supporting their client base. The project was leaded and guided by a leader from Chicago business that has 15 years experience as a project manager or team lead managing process improvement projects. This case study was performed by five individuals with different skills, abilities and experiences from various of large service organization. The project was conducted in virtually by using SharePoint site as a medium to interact each other. However, the team leader also has prefer to meet facet to face initially. This case study was used the Tuckmans model (1977) as a guideline for the team leader to understand how to build an effective team and also to continue to manage and motivate them in order to achieve project goals. The findings of the case study will be discussed further.The project wa s begun with the initial meeting as a first stage in Tuckmans model known as forming stage. In this stage, all the team members were assembled and the meetings covered all essential aspects before the project get started. Based on first stage, it was found out that all team members were horny and ready to get work together. They were agreed to every task which has been assigned to them. Overall the first stage was in charged successfully by the team leader.The project work were begins in the storming stage. During this stage, arguments and conflicts between team members were emerged. This was happened imputable to unsatisfied of job assigned and issues of seniority or experiences for particular job aspect. For this reason, the team leader was initially taken a side role to overcome these conflicts. She managed to solve the problems with a win win situation for every of her team members by selecting the best options.During the norming stage, everything was going smoothly. There were still have some arguments and disagreements but they were managed to overcome it without relying on the team leader to make decision for them. They were also become a teamwork and enjoy working with each other.After the completion of norming stage the fourth stage was taken place, which is performing stage. By this stage, the team has reached high performing team. It was discovered some of the team members have developed their skills and leadership roles with the support of others. The project was completed on time within the budget. Besides, the team leader was rewarded by the team because of her good performance in managing the project. at last the project was achieved it goals where their internal customer was cheerful and there is improvements in how the company supports its clients. The team has united together to do some evaluation on the project done that including documenting best practices and way to improve any mistakes done during the implementation of project.5.2 Case Study 2Diamonds in the rough A case study of team development across disciplines, distances and institutionsThe purpose of this case study is to explore team building strategies by describing reactions of every respective faculty to their participation in a multi-disciplinary, multi-institutional team project which performed via distance. The team members of this project consist of five different universities and from various agriculture disciplines. The teams were gathered to develop online educational resources. The results of the case study that adapted into team development stages are presented in Figure 2.CUsersIJAPicturesteam development stages.jpgFigure 2 Integration of Tuckmans (1965) Small Group Development Model into One Teams ExperienceSource Susan Fritz et al., Diamonds in the rough A case study of team development across disciplines, distances and institutions. Retrieved on 9 August, 2010 from http//www.joe.org/joe/2005october/a4.phpFrom the findings also, they have poi nted out several important elements that engaged during the execution of project. There are motivation for collaboration, timeline, evaluation and rewards, team leader, cohesion, interaction, trust and some unhomogeneous findings.In the forming stage, it was discovered that two of team members were inspired to sharpen their skills and cause to further their knowledge in Web-based instructions. While there were some teasing of team objectives occurs during the storming stage due to the progressed and deadline of project were frequently unmet. There were also an issue pertaining to the evaluation and rewards where they were concern over little support from their team mates and administrators as well. During this stage, the team leader was strict to ensure the team members keep on track.In the norming and performing stages, the trust and friendship were built. It was found out that there were distances separating them in running the project but the team grew from a mere work group i nto a synergistic individual. Finally the website containing lesson was completed. As overall, the teams were satisfied with their job as well as the supervisory of their team leader. However the lack of supporting from home departments was still hang on major issue.6.0 REVIEW OF TWO CASE STUDIESThe findings for both case studies just about the same where the results appear the same meaning. In case study 1, Tuckmans model (1977) was used while for case study 2, Tuckmans model (1965) without adjourning stage was applied. Basically, team leader is plays important role in developing an effective team member through team development stages. Table 5 presents likeness with several key elements that engaged in both case studies.Table 5 Key elementsKEY ELEMENTSCASE STUDY 1CASE STUDY 2Motivation levelThe project motivated the team members and the team members were developed their skills and applied a leadership roles during the implementation of project.The team members were inspired and motivated to collaborate with each other.Timeline pressuresProject schedule issue was emerged due to the decision made by only two team members.Timeline of the project was questioned by the team members due to the project progressed and deadlines were seldom unmet. evaluation and rewardsThe team were acknowledged by project sponsor and other executives.The team felt little support from their colleagues and administrator.Leadership styleTeam leader has encouraged and brought the team together for a face to face meetings on monthly basisTeam leader has created a working environment conducive to collaboration.Cohesion and interactionThe team members communicate each other via communicating on email, via instant messaging, on Twitter or over the telephone.Many team members still missed the interaction of face to face meetings. However, the scenario changed slowly as team reached the norming and performing stages.TrustThe team share knowledge with other team membersThe team members felt comfortable with others to be honest about their opinions and ideas7.0 CONCLUSIONSIt can be concluded that effective team members only can be developed through considerable structure (Lewis, 2007). This structure known as team development stages, where these stages represents the team members are working together, strengths and weaknesses of each team are tested, compliant to the rules and behaviours of the team, working as a unit while working independently and shifting onto other teams (Ruppert, 2009). While developing an effective project team members, the team leader also need to have multiple skills in managing those people in the project management. According to Tan (2004), due to multi-disciplinary and multi-dimensional of project management, a good manager is an individual that can wear multiple hats and work in any discipline of development to plug up any shortcomings. For team members, it is necessary for them to fulfil the effective team member characteristic in order to achieve project goals on time and within the budget besides preventing a conflict with others in the same project.