Overview
The Project Management Institute labels the four stages of a project as, “forming, storming, norming, and performing”.
The inclusion of a stage called “storming” is an admission that we could do a better job with the human side of projects: especially on large projects involving hundreds of people and hundreds of millions of dollars.
This course is designed for any project manager or project engineer that would like to consider a way to speed the forming stage, potentially eliminate the storming, and get to “performing” more quickly than in the traditional manner.
This course takes the student beyond the traditional two or three teambuilding meetings that may occur with a large project to demonstrate that we must change that concept into one with more depth and the potential for greater endurance and performance: team development.
We see traditional team building as an activity that begins with the project team member and flows outward dealing with their role on the project, their relationship with other team members, and their work in support of the project.
Our proposed approach for team development begins before the first team member arrives on the project. It starts by defining measurable performance expectations regarding technical and non-technical skills for each function. Then creates a system whereby the project team members are able to self-monitor their performance allowing them opportunities for professional and self-development that are not so evident in a traditional team-building environment.
The ultimate goal with this course is a project that is delivered on time, on budget, meets all of the client’s expectations, and team members can’t wait to work together again on the next project!
The student must take a multiple-choice quiz consisting of fifty-five (55) questions at the end of the course to obtain PDH credits.
Specific Knowledge or Skill Obtained
This course teaches the following specific knowledge and skills:
- List at least three prerequisites for a successful large project team development process
- Identify the significant few critical job performance tasks of each project function
- Develop a system of performance assessment for team members within a project’s matrix organization
- Identify critical shortcomings in the traditional view of the four stages of team development
- Speed the early forming of a large project team
- Reduce the potential of storming on a large project team
- Expand the potential of broader norming on a large project team
- Increase the level of performing on a large project team
- Apply the dynamics of a large parent organization to the project team
Course
Click on the following link to the PDF document to review the course material before taking the quiz for credit.
Developing a High Performance Project Team
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