高效率的項(xiàng)目團(tuán)隊(duì)課件

高效率的項(xiàng)目團(tuán)隊(duì)你如何建立一個(gè)高效率的項(xiàng)目團(tuán)隊(duì)，它本身不會(huì)自動(dòng)產(chǎn)生。1AttributesofEffective

ProjectTeamsCleargoalsandobjectivesUnderstandingofInterdependenceCohesivenessTrustPotency2高效項(xiàng)目團(tuán)隊(duì)的特性明確的目標(biāo)和目的理解要相互依靠有凝聚力信任潛力3ClearGoals&ObjectivesWhatistheteam’sorganisationalgoalStatedgoalsandobjectivesOverallunderstandingoftheteamsroleintheproject,responsibilities.Commitmenttogoalsbyteammembers=involvementofallteammembersTimespentdefininggoalsininitialstages=lesstimelatertoresolveproblemsand misunderstandingsClarificationofroles,decisions,responsibilities=teamefficiency,effectiveness&development

4明確的目標(biāo)和目的團(tuán)隊(duì)組織目標(biāo)是什么陳述目標(biāo)和目的全面了解團(tuán)隊(duì)在項(xiàng)目中的作用和責(zé)任全隊(duì)成員全身心的投入實(shí)現(xiàn)目標(biāo)的計(jì)劃=（包括所有成員）在開始階段，要花時(shí)間制定目標(biāo)，這意味著在以后的活動(dòng)中可花較少的時(shí)間解決問題和消除誤解明確作用，決策，責(zé)任=（團(tuán)隊(duì)效率，有效性和發(fā)展）5UnderstandingofInterdependenceInterdependenceisthedegreetowhichjointactionsarerequiredbyteammembersinordertocompleteaproject. Teammembersneedtounderstandthisinterdependenceofactivitieswhichservestheteam’spurpose.

6理解，相互依賴關(guān)系互相依靠是團(tuán)隊(duì)的成員為完成一個(gè)項(xiàng)目而互相合作的程序 團(tuán)隊(duì)的成員有必要理解這種互相的依靠，有助于實(shí)現(xiàn)團(tuán)隊(duì)的目標(biāo)

7CohesivenessThestrengthofdesireallthemembershavetoremainateam.Dependsonthenumberofpersonalneedsthateachmembercansatisfybybelongingtotheteam.Thisinvolvesdeterminingthevaluesandself-interests.Increasesastheteam’sabilitytomeetindividualneedsincreases.Thereforeasateamdevelops,theprojectmanagerneedstoinsurethatindividualneedsarebeingmettothehighestdegreepossible.8凝聚力所有成員留在一個(gè)團(tuán)隊(duì)的愿望而產(chǎn)生的力量要依靠屬于這個(gè)團(tuán)隊(duì)的每個(gè)成員的要求得到滿足，這包括確定對價(jià)值的看法和個(gè)人利益團(tuán)隊(duì)隨能滿足個(gè)人需求的增長而增長，因此，隨著團(tuán)隊(duì)的發(fā)展，項(xiàng)目管理者必須確保個(gè)人需要得到最大程度的滿足9LevelofTrustLeveloftrustreflectstheteamsabilitytobringtothesurfacedifferencesinvaluesandopinions,andtodealwiththemaccordingly.Inanyteamsituation,disagreementislikelytooccur.Theabilitytorecogniseconflictandtoseektoresolveitthroughdiscussionremainscriticaltoyourteam’ssuccess.Creatingafeelingofmutualtrust,respect,andunderstanding,anddealingwiththeinevitableconflictsthatoccurinanygroupsituation,arekeyfactorsindevelopinganeffectiveprojectteam.10信任的程度信任程度反應(yīng)了團(tuán)隊(duì)對將有表面上的分歧深入到價(jià)值觀念和觀點(diǎn)的能力，從而相應(yīng)地加以解決要任何團(tuán)隊(duì)中，都會(huì)遇到意見不一致地時(shí)候，因此，認(rèn)識矛盾并通過討論尋找其解決方法對每個(gè)團(tuán)隊(duì)地成功與否至關(guān)重要?jiǎng)?chuàng)造一種互相信任、互相尊重、互相理解的氛圍，處理好在任何團(tuán)隊(duì)中都不可避免的矛盾，這兩點(diǎn)在建設(shè)一個(gè)高效的項(xiàng)目團(tuán)隊(duì)中尤為重要11PotencyPotencyisaspiritthataffectsteammemberswhentheybegantobelievethattheycanachievethegoalthattheyhavesetouttoaccomplish.Toincreasethelevelofpotencyitisimportantthattheprojectmanagerrewardearlysuccessesoftheprojectteam.Withafeelingofpotency,peoplearemorelikelytoputtheextraeffortnecessarytoachievetheprojectgoal.12潛力潛力是一種精神，當(dāng)團(tuán)隊(duì)的成員開始相信他們著手開始完成的目標(biāo)是能達(dá)到的時(shí)候，潛力影響著他們?yōu)榱顺浞职l(fā)揮潛力，作為項(xiàng)目管理者很重要的一點(diǎn)就是要盡早獎(jiǎng)勵(lì)那些在項(xiàng)目團(tuán)隊(duì)中的成功人士有了一種潛力的感覺，人們會(huì)更可能投入額外的必要努力以達(dá)到項(xiàng)目的目標(biāo)13StagesofTeamDevelopmentFormingStormingNormingPerforming14團(tuán)隊(duì)發(fā)展的階段形成磨合規(guī)范貢獻(xiàn)15FormingTaskBehaviour-OrientationtotaskMembersgatherinformationabouttheprojectgoalandtrytomakesenseoutofwhattheyaresupposedtodo.InterpersonalBehaviour-TestinganddependenceGroupmemberstestvariousbehavioursonthegroup.Theylookfordirectionfromeachotherandtheprojectmanager.Theydiscoverthe“rules’bybreakingthem.LeadershipStyle-DirectiveThisstylecanbeveryusefulingettingthegroupstartedandmovingthegroupthroughthisstage.16形成行為上的任務(wù)——朝著目標(biāo)邁進(jìn)

隊(duì)員們收集有關(guān)項(xiàng)目目標(biāo)的信息，并設(shè)法知道該做什么人際行為——嘗試、依靠

團(tuán)隊(duì)的成員在隊(duì)內(nèi)設(shè)法嘗試各種行為，他們希望從彼此之間和項(xiàng)目管理者那兒找到努力的方向，并通過不斷打破常規(guī)標(biāo)準(zhǔn)，來重新建立標(biāo)準(zhǔn)領(lǐng)導(dǎo)方式——直接

這種方式可很好啟動(dòng)團(tuán)隊(duì)開始工作并促進(jìn)團(tuán)隊(duì)在這個(gè)階段的工作17StormingTaskBehaviour-EmotionalresponsetoprojectdemandsMembersdecidewhethertheylikethetaskandhowcommittedtheywillbetodoit.InterpersonalBehaviour-Intergroupconflict

Preliminaryconsensusonpurpose,norms,andbehaviourarechallengedandredefined.Personalagendasmayberevealed,generatingacertainamountofinterpersonalhostility.LeadershipStyle-Coaching

Helpingothersdovarioustasks.Ratherthanadirectivestyleatthisstage,thegroupwillbemorereceptivetoateachingstylethatsetshighrealisticstandards,informandencourages.18磨合工作行為——對項(xiàng)目要求的感性反應(yīng)

成員決定他們是否喜歡這項(xiàng)工作，并以多高的熱情投入進(jìn)工作。人際行為——團(tuán)隊(duì)間的沖突

目標(biāo)、標(biāo)準(zhǔn)和行動(dòng)的最初達(dá)成的一致看法受到挑戰(zhàn)后重新定義，個(gè)人的一些事項(xiàng)被揭露，從而產(chǎn)生了一些人與人之間的敵意領(lǐng)導(dǎo)方式——教導(dǎo)幫別人做各種工作，在這個(gè)階段領(lǐng)導(dǎo)方式不應(yīng)是命令式的。一般的，團(tuán)隊(duì)更容易接受的是一種制定符合實(shí)際的高標(biāo)準(zhǔn)、能鼓舞人的教育方式。19NormingTaskBehaviour-OpenexchangeGroupmemberssettleintotaskbehavioursandarecomfortablewiththelevelofcommitment.theymaycomeupwithsomemodificationsbasedontheirexperience.InterpersonalBehaviour-ConsensusTeammemberscometoaconsensusonnormsandpractices.LeadershipStyle-SupportingAstylethatsupportseveryone’sparticipationwillbethemosteffectiveatthenormingstagebecauseeveryonehasagreedtotaskandbehaviouralnorms.20規(guī)范工作行為——公開交換團(tuán)隊(duì)成員解決工作行為并適應(yīng)約束水平。他們根據(jù)自身的經(jīng)驗(yàn)提出一些修改。人際行為——一致成員就標(biāo)準(zhǔn)和實(shí)際操作達(dá)成逐漸一致。領(lǐng)導(dǎo)風(fēng)格——支持在規(guī)范階段，支持每個(gè)人參與的風(fēng)格最為有效。因?yàn)槊總€(gè)人都已在工作和行為標(biāo)準(zhǔn)中達(dá)成一致。21PerformingTaskBehaviour-EmergenceofasolutionThefinalsolutionordecisionemerges.Implementationproceedssmoothly,almostassecondnature.InterpersonalBehaviour-Problemsolvingthroughformalroles.Membershavesettledintosemi-formalrolesasanaturalapproachtoproblem-solving.Eachmemberhasaroleandiscomfortablewithit.LeadershipStyle-DelegatoryAslongasthegroup’ssolutionisworking,activeleadershipislessnecessary.Formalauthorityisverydifficulttoexerciseatthisstageifitdoesnotgoalongwiththegroup’sestablishedpatterns.Atthispoint,theprojectmanagerneedstospendmoretimewithotherstakeholders.22貢獻(xiàn)工作行為——解決方案的出現(xiàn)

最終的解決方案或決定出現(xiàn)。實(shí)施過程以相當(dāng)自然的方式順利進(jìn)行。人際行為——通過正式的方法解決問題成員以半正式角色，以相當(dāng)自然的方法解決問題每個(gè)成員都有一個(gè)任務(wù)并能適應(yīng)它領(lǐng)導(dǎo)風(fēng)格——授權(quán)只要團(tuán)隊(duì)的解決方法起作用，積極的領(lǐng)導(dǎo)就不大需要。如果團(tuán)隊(duì)建立的模式不好，在這一階段，如果正式的授權(quán)無法與團(tuán)隊(duì)已有的模式相匹配，那實(shí)行這種授權(quán)會(huì)很困難?；谶@點(diǎn)，項(xiàng)目管理者需花更多的時(shí)間在其它項(xiàng)目干系人上。23LeadershipStylesDirectingHighconcernfortaskandclearcomprehensivedirectionsCoachingHighconcernforrelationshipsaswellastasks.Handson,“cando”r