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Organizing a Project Team

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Organizing a Project Team Outline Assessing Internal Skills Creating a Team Managing Team Issues Think of Your Favorite Spy Movie Generalities Project organization ... – PowerPoint PPT presentation

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Title: Organizing a Project Team


1
Organizing a Project Team
2
Outline
  • Assessing Internal Skills
  • Creating a Team
  • Managing Team Issues

3
Think of Your Favorite Spy Movie
4
Generalities
  • Project organization / organizing the software
    project team is critical part in software project
    management
  • Software team productivity Critical cost for
    software engineering
  • Managing technical people is relatively more
    difficult
  • How to build and make the IS team works?

5
Building Bridges versus Software
  • Why do bridge projects usually succeed?
  • Why do software projects usually fail?
  • X on time
  • X within budget
  • X meet expectations

6
Developing Project Organization
7
Assessing Internal Skills
  • Experience is the best barometer
  • Prior Projects
  • Personal Knowledge
  • Recommendation of Management
  • Recommendation of Team Members

8
Assessment of Internal Skills is Derived from
Multiple Sources
Team Members
Management Input
Reputation of Workers
Experience
9
A Balance of Certifications and Experience Proves
Expertise
Expertise
Certifications
Experience
10
Creating a Team
11
Defining Team Structure
  • As you begin to shape your project team, you will
    need to determine the type of team youll
    assembly. Specifically, your team will comprised
    one of two structures
  • Part Time Matrix This structure is fairly common
    as it allows employees to work on their regular
    assignments and a percentage of their time is
    allotted for your projects. All team members
    complete their assigned duties as part of their
    regular workweek
  • Full Time Matrix This structure is more typical
    of contract-based workers. Full-time matrix
    employees are dedicated to the project 100 of
    their workweek

12
Project Participants
13
PM Must be Able to.
  • Understand his team as a group of individuals
  • (if he can) to select the group individuals
  • Understand the individual behaviors in the group
  • Tailor the structure and group operating mode in
    respect to the task to be realized
  • Supervise the group in order to ensure that the
    cost, schedule and performance objectives are met

14
Personal Ambitions must be put aside for the
success of the projects
Project Success
Spirit of Teamwork
Jealousies Politics Anxiety
Project Manager
15
Motivating your Team
  • How can you motivate your
  • team and change the focus
  • from self-centric to project-
  • centric
  • Show the team members whats in it for them
  • Show the team what this project mean to the
    company
  • Show the team why this is exciting (semangat)
  • Show the team members their importance

16
Managing Team Issues
  • Unit of One / Common Goals
  • Do Thinks Small
  • Individual Respect
  • Right job and personnel assignments
  • Open Communication

17
Unit of One
  • A project team is unit of one, which cant
    tolerate individual error
  • All members must have the same Common visions
    about where the team is going
  • The leaders and the members of good teams must
    have realistic expectations of goals and motives
    of a project, thats why all members have to
    understand
  • the project's purpose,
  • the strategy for getting the work accomplished,
  • the ultimate goal,
  • the benefits people will receive if the goal is
    met,
  • the measurement system that's going to be used,
    and
  • how differences of opinion ( or other conflicts )
    are going to be handled.

18
Do Think Small !!!
19
Do Think Small !!!
20
Individual Respect
  • To create personnel commitment and strong
    leadership
  • Mostly IT people are highly educated and
    relatively more individualist
  • Individual must have two basic qualities
  • Resistance to stress
  • Adaptation
  • Organization and team shared culture that rewards
    the project members

21
Right Jobs Assignment
  • Team members came from different background
  • To define a right job desc, based on project
    assessment, will assure the project deliverables
    completion
  • To assign right people to do the right job, is a
    way to bust project motivation and performance

22
Open Communication
  • Open communication between project participants
    is a catalyst to bust the project performance
  • Psychologically
  • People are individuals and has their own project
    agenda
  • People aren't stupid. They know when they're
    being used.
  • People tend to be intimidated by those who hold
    leadership positions
  • A team works better when people are at ease with
    the leader. Members are more likely to saywhat's
    on their minds

23
Get Organized
24
  • Be Quick but Dont Hurry
  • John Wooden
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