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Developing a High Performance Project Team
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Attention New York Engineers:
This course cannot be taken to fulfill your
continuing education requirements in the state of New York since the course does
not fall under the category of "Areas of Practice" or "Law/Ethics".
For more information, check the
New
York State Board Requirements.
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Richard "Dick" Grimes, CPT
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 Attained
Participants in this course will learn to:
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List at least three prerequisites for a successful large
project team development process
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Identify the significant few critical job performance tasks of
each project function
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Develop a system of performance assessment for team members
within a project’s matrix organization
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Identify critical shortcomings in the traditional view of the
four stages of team development
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Speed the early forming of a large project team
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Reduce the potential of storming on a large project team
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Expand the potential of broader norming on a large project team
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Increase the level of performing on a large project team
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Apply the dynamics of a large parent organization to the
project team
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Increase the team member’s job satisfaction and on-going
project loyalty
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Increase the likelihood the project team members will want to
work together again on the next project
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Focus on the desired team development outcomes instead of a
specific agenda
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Offer suggestions to self-important project team members in a
way to get their agreement and cooperation
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Explain the need for a systematic approach to team development
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Explain why the expectation of high performance is not always
tied to compensation
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Focus attention on the people who do the work instead of the
work people do on a project.
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Plan and lead the development of a large project team
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List the order of employee loyalties on a project team to
derive maximum productivity
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Develop the best large project team from the resources
available from the guidelines in the course
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Explain and apply the advantage of focusing more on client
expectations than the process of getting there
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Apply the concept of “you cannot do things the way you always
have and expect different results” to the development of a large project team
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Explain and apply the value of a systematic process for large
project team development
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Explain the rationale for including a project team development
specialist as part of the staffing for a pending large project
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Plan and implement a strategy to obtain commitment for a
project team development strategy from the principals of a large project
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List and implement the eight essentials for a high performance
project team
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Define the project team’s shared behavioral goals
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Design and implement a process to establish measurable
performance goals
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Design and implement performance feedback loops in project work
processes
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Design and implement strategies for rewarding individual high
performance for the benefit of the team
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Design and implement various opportunities for the professional
and personal growth of the project team members.
Course
Click on the link below to review the course
"Leadership Fundamentals I" prior to taking a quiz for credit.
Developing a High Performance Project Team (1.2 MB)
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To obtain PDH credits for this course, you will need to take a quiz for
credit. Click on the link below.
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