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Unformatted text preview: to build. .2 Project plan. The project plan is described in Section 126.96.36.199. The project plan describes the technical context within which the team operates. .3 Staffing management plan. The staffing management plan is described in Section 188.8.131.52. .4 Performance reports. Performance reports (described in Section 10.3.3.1) provide feedback to the project team about performance against the project plan. .5 External feedback. The project team must periodically measure itself against the expectations of those outside the project. 9.3.2 Tools and Techniques for Team Development .1 Team-building activities. Team-building activities include management and individual actions taken specifically and primarily to improve team performance. Many actions--such as involving nonmanagement-level team members in the planning process, or establishing ground rules for surfacing and dealing with conflict--may enhance team performance as a secondary effect. Team-building activities can vary from a five-minute agenda item in a regular status review meeting to an extended, off-site, professionally facilitated experience designed to improve interpersonal relationships among key stakeholders. There is a substantial body of literature on team building. The project management team should be generally familiar with a variety of team-building activities. .2 General management skills. General management skills (discussed in Section 2.4) are of particular importance to team development. .3 Reward and recognition systems. Reward and recognition systems are formal management actions that promote or reinforce desired behavior. To be effective, such systems must make the link between project performance and reward clear, explicit, and achievable. For example, a project manager who is to be rewarded for meeting the project's cost objective should have an appropriate level of control over staffing and procurement decisions. Projects must often have their own reward and recognition systems since the systems of the performing organization may not be appropriate. For example, the willingness to work overtime to meet an aggressive schedule objective should be rewarded or recognized; needing to work overtime as the result of poor planning should not be. Reward and recognition systems must also consider cultural differences. For example, developing an appropriate team reward mechanism in a culture that prizes individualism may be very difficult. .4 Collocation. Collocation involves placing all, or almost all, of the most active project team members in the same physical location to enhance their ability to perform as a team. Collocation is widely used on larger projects and can also be effective for smaller projects (e.g., with a war room, where the team congregates and posts schedules, updates, etc.). On some projects, collocation may not be an option; where it is not viable, an alternative may be scheduling frequent face-toface meetings to encourage interaction. A Guide to the A Guide t...
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- Fall '13
- The American