High Performing Teams (HPT) - Revision history

S222620: /* Big Idea */

2023-05-09T21:32:12Z

Big Idea

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	==Big Idea==		==Big Idea==
	[[File:Performance curve.jpg\|~~250px~~\|thumb\|text-centre\|right\|Figure 1: Team performance curve based on Katzenbach and Smith,1993 <ref name="WIS" />]]		[[File:Performance curve.jpg\|450px\|thumb\|text-centre\|right\|Figure 1: Team performance curve based on Katzenbach and Smith,1993 <ref name="WIS" />]]
	[[File:Life_Cycle.jpg\|450px\|thumb\|text-centre\|right\|Figure 2: Life Cycle model based on Neel Raman, 2014 <ref name="HPT"/>]]		[[File:Life_Cycle.jpg\|450px\|thumb\|text-centre\|right\|Figure 2: Life Cycle model based on Neel Raman, 2014 <ref name="HPT"/>]]
	High performance teams are critical to the success of organizations in today's fast-paced and competitive business environment. Teamwork in general is a concept that has gained a lot of attention in the workplace in the last couple of years, and organizations are now focusing on enhancing team functionality to create high performance teams. This shift in mindset from the late 1900s, is mainly driven by the new understanding that innovation and creativity are now essential for organizations long term stability <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> <ref name="HPT">''Building High performance Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. In order to understand how high performance teams work, different characteristics will be presented in the article. High performance teams are characterized by different factors, and research has shown that high performance teams was a result of improved employee engagement, increased productivity, and efficiency <ref>''The discipline of teams.''Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120</ref>. To build a high-performance team, it is important to focus on creating an environment that supports collaboration and encourages open and honest communication. Although there exists several point of view on how high performance of team work is best practiced, the majority of the characteristics seems similar. The article will take inspiration from the six characteristics presented by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>.		High performance teams are critical to the success of organizations in today's fast-paced and competitive business environment. Teamwork in general is a concept that has gained a lot of attention in the workplace in the last couple of years, and organizations are now focusing on enhancing team functionality to create high performance teams. This shift in mindset from the late 1900s, is mainly driven by the new understanding that innovation and creativity are now essential for organizations long term stability <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> <ref name="HPT">''Building High performance Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. In order to understand how high performance teams work, different characteristics will be presented in the article. High performance teams are characterized by different factors, and research has shown that high performance teams was a result of improved employee engagement, increased productivity, and efficiency <ref>''The discipline of teams.''Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120</ref>. To build a high-performance team, it is important to focus on creating an environment that supports collaboration and encourages open and honest communication. Although there exists several point of view on how high performance of team work is best practiced, the majority of the characteristics seems similar. The article will take inspiration from the six characteristics presented by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>.

S222620: /* Big Idea */

2023-05-09T21:30:04Z

Big Idea

← Older revision		Revision as of 21:30, 9 May 2023
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	==Big Idea==		==Big Idea==
	[[File:Performance curve.jpg\|250px\|thumb\|text-centre\|right\|Figure 1: Team performance curve based on Katzenbach and Smith,1993 <ref name="WIS" />]]		[[File:Performance curve.jpg\|250px\|thumb\|text-centre\|right\|Figure 1: Team performance curve based on Katzenbach and Smith,1993 <ref name="WIS" />]]
	[[File:~~Lifecycle_2~~.jpg\|450px\|thumb\|text-centre\|right\|Figure 2: Life Cycle model based on Neel Raman, 2014 <ref name="HPT"/>]]		[[File:Life_Cycle.jpg\|450px\|thumb\|text-centre\|right\|Figure 2: Life Cycle model based on Neel Raman, 2014 <ref name="HPT"/>]]
	High performance teams are critical to the success of organizations in today's fast-paced and competitive business environment. Teamwork in general is a concept that has gained a lot of attention in the workplace in the last couple of years, and organizations are now focusing on enhancing team functionality to create high performance teams. This shift in mindset from the late 1900s, is mainly driven by the new understanding that innovation and creativity are now essential for organizations long term stability <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> <ref name="HPT">''Building High performance Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. In order to understand how high performance teams work, different characteristics will be presented in the article. High performance teams are characterized by different factors, and research has shown that high performance teams was a result of improved employee engagement, increased productivity, and efficiency <ref>''The discipline of teams.''Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120</ref>. To build a high-performance team, it is important to focus on creating an environment that supports collaboration and encourages open and honest communication. Although there exists several point of view on how high performance of team work is best practiced, the majority of the characteristics seems similar. The article will take inspiration from the six characteristics presented by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>.		High performance teams are critical to the success of organizations in today's fast-paced and competitive business environment. Teamwork in general is a concept that has gained a lot of attention in the workplace in the last couple of years, and organizations are now focusing on enhancing team functionality to create high performance teams. This shift in mindset from the late 1900s, is mainly driven by the new understanding that innovation and creativity are now essential for organizations long term stability <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> <ref name="HPT">''Building High performance Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. In order to understand how high performance teams work, different characteristics will be presented in the article. High performance teams are characterized by different factors, and research has shown that high performance teams was a result of improved employee engagement, increased productivity, and efficiency <ref>''The discipline of teams.''Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120</ref>. To build a high-performance team, it is important to focus on creating an environment that supports collaboration and encourages open and honest communication. Although there exists several point of view on how high performance of team work is best practiced, the majority of the characteristics seems similar. The article will take inspiration from the six characteristics presented by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>.

S222620: /* Application of high performance teams */

2023-05-09T21:23:01Z

Application of high performance teams

← Older revision		Revision as of 21:23, 9 May 2023
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	The last and sixth characteristic Macmillan (2001)<ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> presents is '''Excellent communication'''. ''“Communication is the very means of cooperations.[…] A team, or the organization in which it resides, cannot move faster than is communicates”''. Communication is therefore key to team and organizations success. High performance teams understands that effective communication is essential for successful teamwork because it facilitates coordination, conflict resolution, and collaboration. Increased efficiency and productivity, avoid duplications of work, and aligning the work towards common goal are just some of the benefits a team will face when having excellent communication. Furthermore, communication allows the team members to share ideas, opinions, and feedback, which can result in better decision making and improved outcome <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref>.		The last and sixth characteristic Macmillan (2001)<ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> presents is '''Excellent communication'''. ''“Communication is the very means of cooperations.[…] A team, or the organization in which it resides, cannot move faster than is communicates”''. Communication is therefore key to team and organizations success. High performance teams understands that effective communication is essential for successful teamwork because it facilitates coordination, conflict resolution, and collaboration. Increased efficiency and productivity, avoid duplications of work, and aligning the work towards common goal are just some of the benefits a team will face when having excellent communication. Furthermore, communication allows the team members to share ideas, opinions, and feedback, which can result in better decision making and improved outcome <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref>.

	==Application of high performance teams==		==Application of high performance teams: leadership==
	Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. For that reason, leadership becomes essential for teams to be able to perform at a high level. The section will therfor take a closer look at the importance of leadership of high performing teams. In additiion, the section will touch upon how high performance teamwork relates to PPPM (Project, Program, and Portfolio Management) and what is done to create high performance teams. While it is important for all of them, the focus will be on project management		Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. For that reason, leadership becomes essential for teams to be able to perform at a high level. The section will therfor take a closer look at the importance of leadership of high performing teams. In additiion, the section will touch upon how high performance teamwork relates to PPPM (Project, Program, and Portfolio Management) and what is done to create high performance teams. While it is important for all of them, the focus will be on project management

S222620: /* Discussion and limitation */

2023-05-09T21:22:22Z

Discussion and limitation

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	''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''		''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''

	''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref>. And "Managing is a term that implies capability to direct and administer the work of others" (Maylor, 2010, ~~p.268)~~. In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> and the characteristics of high performance teams from Macmillan (2001)''		''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref>. And "Managing is a term that implies capability to direct and administer the work of others" <ref>''Project Management.'' Maylor, H. (2010), Prentice Hall, fourth edition</ref>. In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> and the characteristics of high performance teams from Macmillan (2001)''

	==Annotated bibliography==		==Annotated bibliography==

S222620: /* Discussion and limitation */

2023-05-09T21:20:31Z

Discussion and limitation

← Older revision		Revision as of 21:20, 9 May 2023
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	''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''		''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''

	''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" (Project Management Institute, ~~2017, p~~.~~346~~). And "Managing is a term that implies capability to direct and administer the work of others" (Maylor, 2010, p.268). In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> and the characteristics of high performance teams from Macmillan (2001)''		''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref>. And "Managing is a term that implies capability to direct and administer the work of others" (Maylor, 2010, p.268). In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> and the characteristics of high performance teams from Macmillan (2001)''

	==Annotated bibliography==		==Annotated bibliography==

S222620: /* Discussion and limitation */

2023-05-09T21:20:02Z

Discussion and limitation

← Older revision		Revision as of 21:20, 9 May 2023
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	''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''		''Another issue with the characteristics is the applicability in an organizational context. Previously, the balance of the guidelines have been put against other tools like matrix management and time, cost and quality. Projects have a constant pressure on their resources. High performance teamwork takes a lot of time and may not always be the best solution for the organisation as a whole. The high performance must be weighted up against effectiveness and allocation of resources and can therefore not be seen as complete.''

	''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" (Project Management Institute, 2017, p.346). And "Managing is a term that implies capability to direct and administer the work of others" (Maylor, 2010, p.268). In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from Project Management Institute (2017) and the characteristics of high performance teams from Macmillan (2001)''		''To summarise the concerns of the characterisics in a project management context they are now compared to project management standards. "Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation, and leadership" (Project Management Institute, 2017, p.346). And "Managing is a term that implies capability to direct and administer the work of others" (Maylor, 2010, p.268). In project management we need both good managers and well functioning teams. Project managers need to recognize their role in the team according to local adaptions and find a nice balance between applying their duties as project managers according to the standards from ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> and the characteristics of high performance teams from Macmillan (2001)''

	==Annotated bibliography==		==Annotated bibliography==

S222620: /* Application of high performance teams */

2023-05-09T21:18:02Z

Application of high performance teams

← Older revision		Revision as of 21:18, 9 May 2023
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	==Application of high performance teams==		==Application of high performance teams==
	Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. For that reason, leadership becomes essential for teams to be able to perform at a high level. The section will therfor take a closer look at the importance of leadership of high performing teams. In additiion, the section will touch upon how high performance teamwork relates to PPPM (Project, Program, and Portfolio Management). While it is important for all of them, the focus will be on project management		Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. For that reason, leadership becomes essential for teams to be able to perform at a high level. The section will therfor take a closer look at the importance of leadership of high performing teams. In additiion, the section will touch upon how high performance teamwork relates to PPPM (Project, Program, and Portfolio Management) and what is done to create high performance teams. While it is important for all of them, the focus will be on project management

	'''Leadership'''		'''Leadership'''
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	The leadership is a crucial factor in any project across alle the stages of the project lice cycle <ref name="HPT">''Building High-Performing Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. After years of change in market and strategies, different theories and practices have developed to define different leadership styles. It is therefore important to use the appropriate style of leadership for each situation and more specifically each team in order to achieve project success <ref name ="PMI">''A Guide To the Project Management Body of Knowledge (pmbok® Guide)'', Project Management Institute, Inc. (PMI), seventh edition., 2021</ref>. A situational leadership approach is motivated by the development and effectiveness of the team, rather than self-serving interest. <ref>''Role of transformational and transactional leadership on job satisfaction and career satisfaction.'', Riaz, A., & Haider, M. H., 2010, Business and Economic Horizons. (1), 29-38.</ref> Therefore, situational leadership style is considered most suitable for project management as it enables the leader to select the best course of action based on the circumstances and create high performance teams.		The leadership is a crucial factor in any project across alle the stages of the project lice cycle <ref name="HPT">''Building High-Performing Teams: 7 Principles that will Increase Productivity and Accelerate the Results of Your Team (The Leader's Guide Series Book 1), Neel Raman, 2014''</ref>. After years of change in market and strategies, different theories and practices have developed to define different leadership styles. It is therefore important to use the appropriate style of leadership for each situation and more specifically each team in order to achieve project success <ref name ="PMI">''A Guide To the Project Management Body of Knowledge (pmbok® Guide)'', Project Management Institute, Inc. (PMI), seventh edition., 2021</ref>. A situational leadership approach is motivated by the development and effectiveness of the team, rather than self-serving interest. <ref>''Role of transformational and transactional leadership on job satisfaction and career satisfaction.'', Riaz, A., & Haider, M. H., 2010, Business and Economic Horizons. (1), 29-38.</ref> Therefore, situational leadership style is considered most suitable for project management as it enables the leader to select the best course of action based on the circumstances and create high performance teams.

	''Team performance is also a focus in the standards of Project Management Institute (2017)<ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref>. In section 9.4 and 9.5 the focus is on how management facilitate the team to improve results through improved teamwork. Project managers use knowledge about effective teams to select the best strategies for obtaining their goals. This project manager-approach is a nice add-on to the six characteristics. More or less, project managers try to push their team into a suitable environmental and cultural frame. This is to give the team a climate of trust. To obtain this Project Management Institute (2017) <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> introduce tools and techniques that help facilitate this environment. When the environment is good, the team is more likely to be able to focus on developing and applying the six characteristics in their project.''		''Team performance is also a focus in the standards of Project Management Institute (2017)<ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref>. In section 9.4 and 9.5 the focus is on how management facilitate the team to improve results through improved teamwork. Project managers use knowledge about effective teams to select the best strategies for obtaining their goals. This project manager-approach is a nice add-on to the six characteristics. More or less, project managers try to push their team into a suitable environmental and cultural frame. This is to give the team a climate of trust. To obtain this ''Project Management Institute (2017)'' <ref name="PMI2">''Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute'', Inc. (PMI), sixth edition, 2017</ref> introduce tools and techniques that help facilitate this environment. When the environment is good, the team is more likely to be able to focus on developing and applying the six characteristics in their project.''

	==Discussion and limitation==		==Discussion and limitation==

S222620: /* Application of high performance teams */

2023-05-09T21:15:53Z

Application of high performance teams

← Older revision		Revision as of 21:15, 9 May 2023
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	The last and sixth characteristic Macmillan (2001)<ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> presents is '''Excellent communication'''. ''“Communication is the very means of cooperations.[…] A team, or the organization in which it resides, cannot move faster than is communicates”''. Communication is therefore key to team and organizations success. High performance teams understands that effective communication is essential for successful teamwork because it facilitates coordination, conflict resolution, and collaboration. Increased efficiency and productivity, avoid duplications of work, and aligning the work towards common goal are just some of the benefits a team will face when having excellent communication. Furthermore, communication allows the team members to share ideas, opinions, and feedback, which can result in better decision making and improved outcome <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref>.		The last and sixth characteristic Macmillan (2001)<ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> presents is '''Excellent communication'''. ''“Communication is the very means of cooperations.[…] A team, or the organization in which it resides, cannot move faster than is communicates”''. Communication is therefore key to team and organizations success. High performance teams understands that effective communication is essential for successful teamwork because it facilitates coordination, conflict resolution, and collaboration. Increased efficiency and productivity, avoid duplications of work, and aligning the work towards common goal are just some of the benefits a team will face when having excellent communication. Furthermore, communication allows the team members to share ideas, opinions, and feedback, which can result in better decision making and improved outcome <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref>.

	==Application of high performance teams==		==Application of high performance teams==
	This section of the article highlights how theories on effective teamwork apply to the PPPM (Project, Program, and Portfolio Management) arena. While high performance teams are important for PPPM, the focus will be on projects management.		Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. For that reason, leadership becomes essential for teams to be able to perform at a high level. The section will therfor take a closer look at the importance of leadership of high performing teams. In additiion, the section will touch upon how high performance teamwork relates to PPPM (Project, Program, and Portfolio Management). While it is important for all of them, the focus will be on project management
	Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. ~~Nonetheless~~, ~~this~~ section ~~suggests situations where~~ the ~~tool~~ is ~~appropriate.~~

	'''Leadership'''		'''Leadership'''

S222620: /* Application of high performance teams */

2023-05-09T21:04:22Z

Application of high performance teams

← Older revision		Revision as of 21:04, 9 May 2023
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	==Application of high performance teams==		==Application of high performance teams==
	This section of the article highlights how theories on effective teamwork apply to the PPPM (Project, Program, and Portfolio Management) arena. While high performance teams are important for PPPM, the focus will ~~now shift towards their relevance in~~ projects management.		This section of the article highlights how theories on effective teamwork apply to the PPPM (Project, Program, and Portfolio Management) arena. While high performance teams are important for PPPM, the focus will be on projects management.
	Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. Nonetheless, this section suggests situations where the tool is appropriate.		Providing a step-by-step guide for project managers on how to incorporate knowledge about high performance teams directly into their projects is challenging, because each project is unique, and adjustments must be made to suit the companies’ conditions and specific teams. Nonetheless, this section suggests situations where the tool is appropriate.

	'''Leadership'''		'''Leadership'''

S222620: /* Characteristics of high performance teams */

2023-05-09T20:59:52Z

Characteristics of high performance teams

← Older revision		Revision as of 20:59, 9 May 2023
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	The second characteristic being highlighted is the importance of '''Crystal Clear Roles''' in a team. ''“Every team member is clear about his or her particular role, as well as those of the other team members”'' <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>. Making clear roles is about how tasks are distributed within the given team to optimize the work. Belbin emphasized on the importance of team roles to build high performance teams. His research showed that the most successful teams were made up of a diverse mix of roles within a team with each of the roles with different strengths and weaknesses. <ref>''What is a Team Role?'', Meredith belbin, https://www.belbin.com/about/belbin-team-roles </ref>.		The second characteristic being highlighted is the importance of '''Crystal Clear Roles''' in a team. ''“Every team member is clear about his or her particular role, as well as those of the other team members”'' <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>. Making clear roles is about how tasks are distributed within the given team to optimize the work. Belbin emphasized on the importance of team roles to build high performance teams. His research showed that the most successful teams were made up of a diverse mix of roles within a team with each of the roles with different strengths and weaknesses. <ref>''What is a Team Role?'', Meredith belbin, https://www.belbin.com/about/belbin-team-roles </ref>.

	The third characteristic is the '''Accepted leadership''' and how it affects the performance on teams. ''“High performance teams need clear, competent leadership. When such leadership is lacking, groups lose their way.”'' <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>. Macmillan argues that inadequate leadership could be the main reason for team ineffectiveness. He goes on explaining that team members need to accept the given leader of the team that can motivate through initiative and creativity to extract individual and team performance. Johnson and Johnson (2013) <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref> also emphasize on the importance on leadership, whereas they argue that equal participation and responsibility leads members to feel ownership for decisions. Resulting in more satisfied fellowship and bringing all skills available to the table. Together, this emphasize ~~teh~~ importance of having a clear leader but also allowing individuals to have ownership of their work.		The third characteristic is the '''Accepted leadership''' and how it affects the performance on teams. ''“High performance teams need clear, competent leadership. When such leadership is lacking, groups lose their way.”'' <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref>. Macmillan argues that inadequate leadership could be the main reason for team ineffectiveness. He goes on explaining that team members need to accept the given leader of the team that can motivate through initiative and creativity to extract individual and team performance. Johnson and Johnson (2013) <ref name="JJ">'' Joining Together. Group Theory and Group Skills.''Johnson, D. & Johnson, F. (2013). Pearson, twelfth edition.</ref> also emphasize on the importance on leadership, whereas they argue that equal participation and responsibility leads members to feel ownership for decisions. Resulting in more satisfied fellowship and bringing all skills available to the table. Together, this emphasize the importance of having a clear leader but also allowing individuals to have ownership of their work.

	The fourth characteristic described by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> is the '''Effective processes'''. ''“Teams and processes goes together. […] processes might include making decisions, managing a meeting, processing insurance claims, or any other activities we undertake in pursuit of our mission.”''. The characteristic refers to how teams working with different factors like identifying, mapping, and mastering how their team handle unique processes. Effective processing is not something that is done over night, but an iterative process that asks the team the questions on how to get better each time to optimize their performances.		The fourth characteristic described by Macmillan (2001) <ref name="PF">''The Performance Factor: Unlocking the Secrets of Teamwork'', Pat Macmillan, 2001</ref> is the '''Effective processes'''. ''“Teams and processes goes together. […] processes might include making decisions, managing a meeting, processing insurance claims, or any other activities we undertake in pursuit of our mission.”''. The characteristic refers to how teams working with different factors like identifying, mapping, and mastering how their team handle unique processes. Effective processing is not something that is done over night, but an iterative process that asks the team the questions on how to get better each time to optimize their performances.