High performance teams - Revision history

S210102: /* Recommendations for implementation */

2023-05-08T21:05:24Z

Recommendations for implementation

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	#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.		#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.

	Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working. Keep in mind the drivers of team performance, make sure that as many of them are present as possible, and look for the listed characteristics of high performance teams when evaluating whether or not the team is high performing or not. The interview and survey answers from members of high performance teams give some examples of how these people may think, feel, and how they experience aspects of this high performance.		Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working. Keep in mind the drivers of team performance, make sure that as many of them are present as possible, and look for the listed characteristics of high performance teams when evaluating whether or not the team is high performing or not. The interview and survey answers from members of high performance teams should give some examples of how these people may think, feel, and how they experience aspects of this high performance.

	== Disadvantages ==		== Disadvantages ==

S210102: /* Recommendations for implementation */

2023-05-08T21:03:59Z

Recommendations for implementation

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	#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.		#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.

	Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working. Keep in mind the drivers of team performance, make sure		Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working. Keep in mind the drivers of team performance, make sure that as many of them are present as possible, and look for the listed characteristics of high performance teams when evaluating whether or not the team is high performing or not. The interview and survey answers from members of high performance teams give some examples of how these people may think, feel, and how they experience aspects of this high performance.

	== Disadvantages ==		== Disadvantages ==

S210102: /* Recommendations for implementation */

2023-05-08T20:53:36Z

Recommendations for implementation

← Older revision		Revision as of 20:53, 8 May 2023
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	#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.		#The project managers, through experience, should recognize potential problems and conflicts at their early stages and deal with them before they grow and their resolutions consume a large amount of time and effort.

	Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working.		Since the high performance teams concept is a concept that deals with people and people working together in different environments, there is no universally working strategy or solution. Each situation is unique, each project is unique and each person is unique. The above discussed and listed strategies and recommendations therefore may work fully, partially, or may not work at all given the situation. As a result, it is important to read and reflect on them in context. Use them as a foundation to create an own strategy as it is not uncommon for organizations to create and adopt their own version of high performance teams concept which is tailored to their way of working. Keep in mind the drivers of team performance, make sure

	== Disadvantages ==		== Disadvantages ==

S210102: /* Recommendations for implementation */

2023-05-08T20:45:21Z

Recommendations for implementation

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	#Building a favorable image for the project in terms of high priority, interesting work, importance to the organization, high visibility, and potential for professional rewards is crucial in attracting and holding high-quality people		#Building a favorable image for the project in terms of high priority, interesting work, importance to the organization, high visibility, and potential for professional rewards is crucial in attracting and holding high-quality people
	#Leadership positions within a project should be carefully defined and staffed at the beginning of a new project		#Leadership positions within a project should be carefully defined and staffed at the beginning of a new project
	#Effective planning early in the project life cycle will have a favorable impact on the work environment and team effectiveness.		#Effective planning early in the project life cycle will have a favorable impact on the work environment and team effectiveness
	#Drive the involvement of personnel at all organizational levels during project planning. This involvement will lead to a better understanding of the task requirements, stimulate interest, help unify the team, and ultimately lead to a commitment to the project plan regarding technical performance, timing, and budgets.		#Drive the involvement of personnel at all organizational levels during project planning. This involvement will lead to a better understanding of the task requirements, stimulate interest, help unify the team, and ultimately lead to a commitment to the project plan regarding technical performance, timing, and budgets.
	#All project assignments are to be negotiated individually with each respective team member. Each task leader should be responsible for staffing his/her own team		#All project assignments are to be negotiated individually with each respective team member. Each task leader should be responsible for staffing his/her own team

S210102: /* Interview overview conducted with members of high performance project teams */

2023-05-08T20:43:41Z

Interview overview conducted with members of high performance project teams

S210102: /* Characteristics of high performance in project teams */

2023-05-08T20:34:27Z

Characteristics of high performance in project teams

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	#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are given, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when and if they need help. Competence is the most important distinction, not position		#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are given, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when and if they need help. Competence is the most important distinction, not position
	#Recognition		#Recognition
	#*Recognition of own success and the contributions of individuals and teams within the project. A ~~portion~~ of most meetings is used to ~~draw attention to~~ the achievements and contributions of members. Social events and outings are common and encouraged to celebrate successes. Rewards and bonuses can be given out to increase performance and recognize efforts		#*Recognition of own success and the contributions of individuals and teams within the project. A part of most meetings is used to highlight the achievements and contributions of members. Social events and outings are common and encouraged to celebrate successes. Rewards and bonuses can be given out to increase performance and recognize efforts

	=== Interview overview conducted with members of high performance project teams ===		=== Interview overview conducted with members of high performance project teams ===

S210102: /* Characteristics of high performance in project teams */

2023-05-08T20:29:46Z

Characteristics of high performance in project teams

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	#*Teams are distinguished by the diversity of gender, culture, and age. Members are multidisciplinary and represent a broad range of skills, experience, and competence. Differences are accepted, encouraged, and turned into powerful assets.		#*Teams are distinguished by the diversity of gender, culture, and age. Members are multidisciplinary and represent a broad range of skills, experience, and competence. Differences are accepted, encouraged, and turned into powerful assets.
	#Structure		#Structure
	#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are ~~fixed~~, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when they need help. Competence is the most important distinction, not position		#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are given, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when and if they need help. Competence is the most important distinction, not position
	#Recognition		#Recognition
	#*Recognition of own success and the contributions of individuals and teams within the project. A portion of most meetings is used to draw attention to the achievements and contributions of members. Social events and outings are common and encouraged to celebrate successes. Rewards and bonuses can be given out to increase performance and recognize efforts		#*Recognition of own success and the contributions of individuals and teams within the project. A portion of most meetings is used to draw attention to the achievements and contributions of members. Social events and outings are common and encouraged to celebrate successes. Rewards and bonuses can be given out to increase performance and recognize efforts

S210102: /* Characteristics of high performance in project teams */

2023-05-08T20:28:03Z

Characteristics of high performance in project teams

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	#*Team members refuse to fail and work on problems until they are solved. The project comes first and members are willing to make personal sacrifices to ensure that tasks are successfully completed		#*Team members refuse to fail and work on problems until they are solved. The project comes first and members are willing to make personal sacrifices to ensure that tasks are successfully completed
	#Diversity		#Diversity
	#*Teams are ~~characterized~~ by the diversity of gender, culture, and age. Members are multidisciplinary and represent a broad range of skills, experience, and competence. Differences are accepted, encouraged, and turned into powerful assets.		#*Teams are distinguished by the diversity of gender, culture, and age. Members are multidisciplinary and represent a broad range of skills, experience, and competence. Differences are accepted, encouraged, and turned into powerful assets.
	#Structure		#Structure
	#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are fixed, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when they need help. Competence is the most important distinction, not position		#*Team members are aware of the boundaries of their jobs and how jobs are connected. They also know the process for making changes that affect schedules and requirements. Responsibilities are fixed, but the work of the project is everyone's work. People have complete freedom in contacting any person or team within the project when they need help. Competence is the most important distinction, not position

S210102: /* Characteristics of high performance in project teams */

2023-05-08T20:23:29Z

Characteristics of high performance in project teams

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	#*Team members are able to influence everything that goes on in a project and this influence is balanced with the required competence. These empowered members are the ones who influence through competence as they have the freedom to do it. The importance of continuous learning is very much prevalent		#*Team members are able to influence everything that goes on in a project and this influence is balanced with the required competence. These empowered members are the ones who influence through competence as they have the freedom to do it. The importance of continuous learning is very much prevalent
	#Competence		#Competence
	#*Members possess the required skills and knowledge to perform technical tasks, they have the willingness or motivation to perform, and the ability to fit their own ~~competency~~ into the larger needs of the project as well		#*Members possess the required skills and knowledge to perform technical tasks, they also have the willingness and motivation to perform, and the ability to fit their own field of expertise into the larger needs of the project as well
	#Interdependence		#Interdependence
	#*Team members understand how their work affects the work of others and can undermine each other's competencies fully. They are fully confident that other members will do what they say they will do, and believe the information given by other members		#*Team members understand how their work affects the work of others and can undermine each other's competencies fully. They are fully confident that other members will do what they say they will do, and believe the information given by other members

S210102: /* Annotated bibliography */

2023-05-08T20:14:30Z

Annotated bibliography

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

	*'''Shi, Y. and Dai, X. (2009). Research on Principles and Strategies of Building High-performance Project Team Based on Synergetics''': A research paper introduced at the 1st International Conference on Information Science and Engineering focusing on using synergetics to analyze those order parameters and the relationships between them which affect the performance of a project team. It concludes that "any organization should provide essential material flow, energy flow, and information flow to its project teams" and discusses principles and strategies for building high performance teams based on the established findings.		*'''Shi, Y. and Dai, X. (2009). Research on Principles and Strategies of Building High-performance Project Team Based on Synergetics''': A research paper introduced at the 1st International Conference on Information Science and Engineering focusing on using synergetics to analyze those order parameters and the relationships between them which affect the performance of a project team. It concludes that "any organization should provide essential material flow, energy flow, and information flow to its project teams" and discusses principles and strategies for building high performance teams based on the established findings

	*'''Thamhain, H. J. and Wilemon, D. L. (2013). Building high performing engineering project teams.''': An article released in the journal IEEE Transactions on Engineering Management originally in August 1987 that summarizes 4 years of research into the drivers and barriers of effective teambuilding engineering work environments. It presents a simple input-output model for organizing and analyzing the factors which influence team performance. It also presents the results of the field survey supported by correlation analysis to associate team performance with the most relevant 6 drivers and 6 barriers. Specific recommendations are made in the article based on the findings of the research.		*'''Thamhain, H. J. and Wilemon, D. L. (2013). Building high performing engineering project teams.''': An article released in the journal IEEE Transactions on Engineering Management originally in August 1987 that summarizes 4 years of research into the drivers and barriers of effective teambuilding engineering work environments. It presents a simple input-output model for organizing and analyzing the factors which influence team performance. It also presents the results of the field survey supported by correlation analysis to associate team performance with the most relevant 6 drivers and 6 barriers. Specific recommendations are made in the article based on the findings of the research

	*'''Edward J., Kinlaw, C. S., & Kinlaw, D. C. (2000). Developing superior project teams: a study of the characteristics of high performance in project teams.''': A paper presented at the PMI® Research Conference in 2000. It focuses on exploring the relationship between project success and team development. The findings are related to a NASA study on project teams. Characteristics of high-performance project teams are also identified and listed alongside with the behaviors associated with the project managers of high performance teams.		*'''Edward J., Kinlaw, C. S., & Kinlaw, D. C. (2000). Developing superior project teams: a study of the characteristics of high performance in project teams.''': A paper presented at the PMI® Research Conference in 2000. It focuses on exploring the relationship between project success and team development. The findings are related to a NASA study on project teams. Characteristics of high-performance project teams are also identified and listed alongside with the behaviors associated with the project managers of high performance teams

	*'''Ammeter, A. P. and Dukerich, J. M. (2002). Leadership, team building, and team member characteristics in high performance project teams.''': An article published in the Engineering Management Journal		*'''Ammeter, A. P. and Dukerich, J. M. (2002). Leadership, team building, and team member characteristics in high performance project teams.''': An article published in the Engineering Management Journal discussing interviews with members of project teams about the factors that lead to high performance and a survey given to 151 project teams in the engineering and construction industry. The survey focused on project team leader behaviors, use of team building, and team member characteristics as predictors of project cost and schedule performance

	== References ==		== References ==

	<references />		<references />

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	#Team orientation: sense of belonging to a team, working well together		#Team orientation: sense of belonging to a team, working well together
	#*This theme represents a broad feeling of being part of a team and enjoying being part of the team		#*This theme represents a broad feeling of being part of a team and enjoying being part of the team
	#*Comments ranged from "you are part of a team so you can't let others down" to "being part of the project is a rush." There were frequent references to team members being energetic, excited, ~~task-~~committed, and enthusiastic, and that the team interactions were fun		#*Comments ranged from "you are part of a team so you can't let others down" to "being part of the project is a rush." There were frequent references to team members being energetic, excited, committed, and enthusiastic, and that the team interactions were fun
	#Critical leader behaviors		#Critical leader behaviors
	#*Leader behaviors are ~~perceived to be~~ highly influential		#*Leader behaviors are seen as highly influential
	#*Based on these comments, the most important role of the project team leader ~~appears~~ to be to communicate the desired goals and values of the team while a secondary role is to keep members informed of the status of the project		#*Based on these comments, the most important role of the project team leader seems to be to communicate the desired goals and values of the team while a secondary role is to keep members informed of the status of the project
	#Team communication: frequent team meetings		#Team communication: frequent team meetings
	#*This theme discusses the regularity with which meetings were held for members of the project team and with external parties		#*This theme discusses the regularity with which meetings were held for members of the project team and with external parties
	#*A meeting of some sort was usually held at least weekly with core team members and regular status meetings were held with the entire team. The importance of communication in the form of status reports about how the project was doing was highlighted		#*A meeting of some sort was usually held at least weekly with core team members and regular status meetings were held with the entire team. The importance of communication in the form of status reports about how the project was doing was highlighted
	#Ownership - the sense that personal success is directly tied to the project's success		#Ownership - the sense that personal success is directly tied to the project's success
	#*This theme was interpreted mostly as a sense of being with the project from beginning to end and a sense of the goals of the project being the goals of the individual		#*This theme was interpreted mostly as a sense of being with the project from beginning to end and a sense of the goals of the project being the goals of the individual as well
	#*Comments about the importance of the alignment of the goals and the willingness to get involved in all aspects of the project to get the job done		#*Comments were mostly about the importance of the alignment of the goals and the willingness to get involved in all aspects of the project to get the job done
	#Location - colocation and/or physical isolation of team		#Location - colocation and/or physical isolation of team
	#*Being physically located together enables the "proximity" ~~factor~~ associated with group formation and makes it easier for ~~interpersonal~~ interactions between team members to occur		#*Being physically located together enables the "proximity" effect associated with group formation and makes it easier for face-to-face interactions between team members to occur
	#*Commenters stated that being physically located in the same office with all or a majority of members of the project team was a contributing factor to the success of the team		#*Commenters stated that being physically located in the same office with all, or a majority of members of the project team was a contributing factor to the success of the team
	#Performed team building		#Performed team building
	#*~~Virtually~~ all the project teams reported using either formal team building (organized ~~seminars~~, off-site or on-site) and/or some form of informal team building (group events, lunches, casual days, etc.)		#*Almost all the project teams reported using either formal team building (organized workshops, off-site or on-site) and/or some form of informal team building (group events, lunches, casual days, etc.)
	#*~~There~~ did not seem to be any less of a sense of team orientation among the teams that did not engage in ~~explicit~~ team building. Since the interviews were made with high performance project teams, it is possible that the atmosphere of a good project team naturally contains the characteristics that team building seeks to establish which explains why team building made no difference		#*However there did not seem to be any less of a sense of team orientation among the teams that did not engage in actual team building. Since the interviews were made with high performance project teams, it is possible that the atmosphere of a good project team naturally contains the characteristics that team building seeks to establish which explains why team building made no difference
	#Competition - sense of competition with other or previous projects		#Competition - sense of competition with other or previous projects
	#*Comments stated that competition in the form of frequent comparisons with other projects was important as a number of the project teams were being evaluated against the performance of past teams or teams running in parallel to them. Competitive comparisons thus provided a practical check as to how they were doing relative to their benchmarks		#*Comments stated that competition in the form of frequent comparisons with other projects was important as a number of the project teams were being evaluated against the performance of past teams or teams running in parallel to them. Competitive comparisons thus provided a practical check as to how they were doing relative to their benchmarks
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	#Rewards or bonuses for excellence - use of team perks		#Rewards or bonuses for excellence - use of team perks
	#*Rewards were often in the form of plaques mounted in the team's office space or in the organization's common area or were given in the form of cash bonuses.		#*Rewards were often in the form of plaques mounted in the team's office space or in the organization's common area or were given in the form of cash bonuses.
	#*They were usually reserved for performance at critical stages in the project and not for overall final project success~~; i.e.~~, the rewards were given during the project, serving as a motivator for future performance within the project's framework		#*They were usually reserved for performance at critical stages in the project and not for overall final project success, meaning that the rewards were given during the project, serving as a motivator for future performance within the project's framework
	#High level support - sponsorship/high profile/high visibility of project		#High level support - sponsorship/high profile/high visibility of project
	#*A larger number of respondents stated that if the project had high visibility and high-level support then as a result the project had greater access to resources and was more carefully planned and executed than a project not having this visibility		#*A larger number of respondents stated that if the project had high visibility and high-level support then as a result the project had greater access to resources and was more carefully planned and executed than a project not having this visibility