Good team management is key to the successful delivery of a project. Remember it is the team that delivers the project not the project manager. This is confirmed by industry gurus, the CEOs of Amazon, Microsoft, Oracle, and Starbucks. Team building is the process of turning a group of individual employees into a cohesive team, a group of people organized to work together interdependently and co-operatively to meet the objectives of the project.
So always remember your team is your power, without them you will not deliver,
Larry Ellison, CEO of Oracle Ref 1, recently called employees a company’s “most precious assets.”.
Remember there is no I in Team:

Look to build and your project environment with the following three enablers:

Continuous improvement:

Improving processes by eliminating wasted effort or resources. Identifying counterproductive or inefficient policies and replacing them. Efforts to improve project team culture should be undertaken on an ongoing basis using techniques such as sharing corporate stories to build a sense of team identity.

Larry Ellison, the CEO of Oracle and a successful role model for many entrepreneurs, confesses that you should encourage your team to improve their skills at work. Ellison says that “if people don’t feel they’re improving their skills and moving ahead in the organization, you’re not going to keep them.”

Never hesitate to provide your employees with time for training, encourage constant learning. When things get financially tight in business, often employee training is the first thing to go. However, this is not necessarily a sound strategic move for a leading organization forging the way in a competitive industry. The short answer is because training and developing your employees could be critical to the future success of your organization.

Less is more:

To succeed in building an effective team, you should limit the number of members. Peter Drucker, a project management guru for many business experts, including Bill Gates, affirms that teams work best when they’re small. In this vein, the founder and CEO of Amazon, Jeff Bezos, advocates a two-pizza rule: “teams shouldn’t be larger than what two pizzas can feed.” The Scrum Guide, developed by the co-creators of Scrum, Jeff Sutherland and Ken Schwaber, actually advocates for a number between three and nine.

Three people may seem very small, but more than once, we have worked with high-producing scrum teams made up of exactly three people. Fewer resources are likely to stimulate creativity and simplicity. It is also proven to be the perfect number for implementing Agile methodologies.

The reasoning is quite straight forward and basic. More people means more communication, more bureaucracy, more chaos, and more of pretty much everything that slows things down, hence why large organizations are often pegged as being so inefficient.

Build trust and transparency:

Build confidence, all you have to do is provide your team with enough free space for local knowledge and freely share your knowledge and experience. Autonomous teams become more productive in that they generate fresh and innovative ideas and complete their tasks quickly. To make sure their focus does not wane or shift, you should first determine a list of priorities and discuss the development of the priorities with the team.

Regular team meetings or dial –ins help. Look to speak to the team daily. Howard Schultz, the current CEO of Starbucks, lists trust and focus in his agenda for successful leadership.

This PM-savvy expert is sure that “working mindfully and honestly” is the backbone of an effective team. Balanced and powerful teamwork is impossible without the pillar of honesty. For effective collaboration, you need to ensure that workloads and progress of tasks are as transparent as possible.

Remember:  Much of a team’s success is reliant upon your own ability to lead and manage team members effectively.




Ref 1:

Leave a Reply

Your email address will not be published. Required fields are marked *