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Unformatted text preview: didate should have his needs met through participation in the project (see the March and
Simon rules later in this chapter).
• The applicant should have the temperament to fit in with other team members who have already been
recruited, as well as with the project manager and other key players.
• The person should not object to overtime requirements, tight timetables, or other project work
requirements. TEAM ISSUES
All teams must grapple with four essential issues: clarifying mission, goals, and objectives; defining roles and
responsibilities; working out procedures; and managing interpersonal relationships. Clarifying the Team’s Mission, Goals, and Objectives
Excellent organizations, as I have noted, stick to what they are good at and do not get off on tangents, trying
to do something they know nothing about. (Imagine, as an example, a hockey team deciding to play
Numerous case studies and articles have been written about organizations that got off on tangents, at great
cost, because they forgot their mission. The same can happen to project teams. If members are not clear on the
team’s mission, they will take the team where they think it is supposed to go, which may not be the direction
intended by the organization. I have discussed the procedure for developing a mission statement in Chapter 3;
working with your team to develop a mission statement is a good team-building activity in itself.
Conflicts Between Individual Goals and the Team’s Mission
Team members are most committed to a team when their individual needs are being met. Sometimes members
have what are called hidden agendas—personal objectives that they do not want anyone to know about,
because they are afraid other members will try to block them if their objectives are known. Since a manager
should try to help individual members achieve their personal goals while also achieving team goals, the team
leader needs to bring hidden agendas into the open so that the individual can be assisted in achieving his goal.
Of course, a person may occasionally have a goal that runs so counter to the team’s goals that no
reconciliation is possible. In that case, if the team leader can discover what the person’s goal is, the individual should ideally be moved to another team in which his goal can be reached. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home
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EarthWeb is prohibited. Read EarthWeb's privacy statement. www.erpvn.net Fundamentals of Project Management
by James P. Lewis
ISBN: 0814478352 Pub Date: 01/01/95
Search Tips Search this book: Advanced Search Previous Table of Contents Next Title Understanding Roles and Responsibilities ----------- Once the team’s goals and mission have been establ...
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This document was uploaded on 09/27/2013.
- Fall '13