Project Planning Creating timelines and benchmarks with a team approach

Team Building A sequence of planned activities aimed at improving teamwork to increase group cohesion and effectiveness.

Team Building 1. Personality-Based – increase the understanding of who each group member is and how to better communicate with one another. Likes to argue Outgoing Creative Works well with others Introverted Analytical Prefers to work alone Hates confrontation Sally Jim

Team Building 2. Skills-Based – aimed at improving specific teamwork skills that group members need to accomplish their goals and can be immediately applied in the workplace (workshops/retreats)

Team Building 3. Activity-Based A.Provide a group with a non- threatening task that encourages interaction and/or creativity without confrontation B.Provide a group with a challenging task aimed at problem-solving, risk-taking, trust-building, or paradigm-breaking

Team Building Forming Storming Norming Performing In 1965 psychologist Bruce Tuckman used the phrase to describe the path to high-performance that most teams follow. Later, he added a fifth stage that he called "adjourning" (others often call it "mourning" – it rhymes better!)

Team Building Forming Storming Norming Performing High (possibly unrealistic) project expectations Worried about how they will fit in Unsure about role and the demands that will be placed on them High dependency on leadership Major issues are personal well-being, acceptance, and trust

Team Building Forming Storming Norming Performing Morale dips due to discrepancy between initial expectations and reality Confusion and frustration Subgroups form Dissatisfaction with dependence on leadership figure Major issues are power, control and conflict

Team Building Forming Storming Norming Performing Resolution of conflict yields increase in morale Ability to execute and technical skills increase Clarity and commitment to purpose, values, and roles “We” rather than “I” Communication open and non-threatening Major issues are sharing control and avoiding conflict

Team Building Forming Storming Norming Performing Productivity and morale are high Sense of pride in being part of a high-performing team Standards are high Commitment to continuous improvement Members are confident in their ability to perform Leadership is shared Major issues are continued refinement and growth

Team Building Forming Storming Norming Performing

Team Building Forming Storming Norming Performing

Project Constraints

Project Life Cycle

Produce project charter – Project sponsor identified (approves charter) – Initial constraints are noted (time, scope, cost) – Project manager selected – Name team members and their roles – Identify internal and external stakeholders

Project Life Cycle Collect requirements from stakeholders Define the Scope Determine budget Develop schedule Create Work Breakdown Structure (WBS) Plan Communications

Project Life Cycle May require approval to ‘start’ project Direct and manage execution Quality assurance Develop team Distribute information Manage stakeholder expectations

Project Life Cycle Mitigate anticipated problems Utilize change control – (request, approve, and re-establish expectations) Monitor Risks Milestones, milestones, milestones

Mile Stones (Cumulative Financial) $1,000 $5,000 $4,000 $3,000 $2,000 JanFeb Mar AprMay Jun JulAug Sep OctNov Dec Planned Actual Q1Q1 Q1Q1 Q2Q2 Q2Q2 Q3Q3 Q3Q3

Project Life Cycle Ensure all project work is complete Did we accomplish what we said we would? Transition from building to managing Feedback (score) from the project sponsor Recognize efforts

Thank You! Doug Chandler (801)