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Introduction


- Develop Project Team process deals with getting the best out of the assigned project team in grooming the skills for the project or providing the right environment in order to meet the project objectives.
- Based on the current project team composition, the project manager has the responsibility to understand and improve inter-personal communication skills in spite of diverse cultures, geographic locations and time zones.
- The project manager should use the right skills to identify, motivate and build the correct team with the right expertise to improve project success
- The project manager has the responsibility to identify the rewards and recognitions criteria (the ground rules), which will encourage the team and the PM will decide the frequency to recognize the good work of the team.
- As part of this process, the project manager also has the responsibility to understand the expectations with regard to training requirements, ensure the training needs are met and the effectiveness of the training is assessed on-the-job using customized or readily available tools .
- Experience gained from this process triggers appropriate policy changes that can be useful in case of future projects. In case if the project is done using contractors, proper administration can be factored in external factors when the contractors are picked for the next project.

Inputs


- HR Management Plan - how will the team be developed or trained, rewarded based on the current project context, ground rules for this process, team performance assessment criteria etc.
- Project Staff Assignments - What is the composition of the team - team member details, project organization structure, geographic locations etc.
- Resource Calendars - time zone, working hours, working periods or durations to plan team development or training activity.

Tools & Techniques


- Colocation: Also referred to as "tight matrix". Sometimes making the team sit together in one place can help during initial phases or important phases of the project. The face-to-face meetings can help the team to understand each other better during the forming stage of the team. "War rooms" can be used for physical presence of team during important project phases, mainly to facilitate face-to-face meetings while making crucial project decisions.
- Interpersonal Skills: The project manager's interpersonal skills is very important in resolving both understanding and resolving both technical and personal problems. Some of the other attributes of interpersonal skills are motivation and general team-building activities.
- Team-Building Activities: During the forming stage, team-building activities can improve team cohesion and team understanding. Team-building activities can be performed by external consultants or the project members or the manager. Team-building can be as simple as providing activities to work as a team or can be anything informal like team outings.
Tuckman ladder is a model used to describe team development stages:
> Forming: Initial stages wherein the team is new and is not open to one another.
> Storming: This is when the team is trying to collaborate early on when the project work has started and there is difference of opinions. Can be counterproductive if this stage is not handled properly.
> Norming: This is the stage when the team is trying to bury its differences and trying to work as a team.
> Performing: This is the stage of an experienced project team wherein they are producing results. It is necessary to reach this stage by the peak of execution phase.
> Adjourning: This is the closing phase of the project when the team has completed the work and ready for the next project work.
- Training: In case of niche areas, proper soft skills training needs to be identified and given to the team. Training need to be identified early-on during human resource planning as to when and how the training will be performed.
- Rewards and recognitions: When will the team be recognized , the rewards and recognition criteria.
- Personnel assessment Tools: Surveys or tests to judge personnel skill level, identify areas of improvement. Useful in identifying attitudes and skills after some period of training.
- Ground rules: What and who will be recognized or what is the ground rule for attending appropriate trainings. These are usually set in the HR management plan and kept in mind when dealing with this process.

Outputs


- Team Performance Assessments: The team performance is measured in terms of results on the project in terms of meeting the schedule and cost factors. Reduced Turn-over rate is one such criteria to measure team effectiveness. Based on the effectiveness, further trainings can be planned to improve team performance.
- Enterprise Environmental Factors Updates: Personnel administration, employee training records and skill assessments.

Match the Following


1. Colocation - a. Conflicts
2. Team Development Stages - b. Attitudinal Survey
3. Storming - c. Personnel Administration Policies
4. Enterprise Environmental Factors - d. Tuckman ladder
5. Personnel Assessment Tool – e. Tight Matrix

Match the Following (Answers)


1. Colocation - e. Tight Matrix
2. Team Development Stages - d. Tuckman ladder
3. Storming - a. Conflicts
4. Enterprise Environmental Factors - c. Personnel Administration Policies
5. Personnel Assessment Tool – b. Attitudinal Survey