DTU ProjectLab - User contributions [en-gb]

Teams - Creation and optimisation

2021-02-28T22:42:28Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN) <ref> OCEAN [http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref> <ref> Alan E. Kazdin PhD, Encyclopedia of psychology, 2000 </ref>, The Myers-Briggs Type Indicator <ref name="Myers">Myers, Isabel Briggs with Peter B. Myers (1995) [1980]. Gifts Differing: Understanding Personality Type. Mountain View, CA: Davies-Black Publishing.</ref> <ref>The Myers and Briggs foundation[https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/]</ref>or Belbin's Team Roles<ref> elbin's team roles [http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles]</ref> <ref> Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.<ref> Kanbanize [https://kanbanize.com/agile/project-management] </ref>

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. <ref>V-model [http://apppm.man.dtu.dk/index.php/V-Model] </ref>

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals <ref>Strategies to achieve high performance
in hybrid project teams
[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf] </ref>

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:40:14Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN) <ref> OCEAN [http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref> <ref> Alan E. Kazdin PhD, Encyclopedia of psychology, 2000 </ref>, The Myers-Briggs Type Indicator <ref name="Myers">Myers, Isabel Briggs with Peter B. Myers (1995) [1980]. Gifts Differing: Understanding Personality Type. Mountain View, CA: Davies-Black Publishing.</ref> <ref>The Myers and Briggs foundation[https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/]</ref>or Belbin's Team Roles<ref> elbin's team roles [http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles]</ref> <ref> Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.<ref> Kanbanize [https://kanbanize.com/agile/project-management] </ref>

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. <ref>V-model [http://apppm.man.dtu.dk/index.php/V-Model] </ref>

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals <ref>[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf] </ref>

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:36:19Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN) <ref> OCEAN [http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref> <ref> Alan E. Kazdin PhD, Encyclopedia of psychology, 2000 </ref>, The Myers-Briggs Type Indicator <ref name="Myers"></ref><ref name="The 16 MBTI Types"></ref> <ref name="The Myers and Briggs foundation">[https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/]</ref>or Belbin's Team Roles<ref> elbin's team roles [http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles]</ref> <ref> Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.<ref> Kanbanize [https://kanbanize.com/agile/project-management] </ref>

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. <ref>V-model [http://apppm.man.dtu.dk/index.php/V-Model] </ref>

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals <ref>[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf] </ref>

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:26:56Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN) <ref> OCEAN [http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref> <ref> Alan E. Kazdin PhD, Encyclopedia of psychology, 2000 </ref>, The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:25:34Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN) <ref> </ref> OCEAN [http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]<ref> Alan E. Kazdin PhD, Encyclopedia of psychology, 2000 </ref>, The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:20:04Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:19:18Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)<ref name=" OCEAN "><ref name=" Making the team : a guide for managers ">[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref>, The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types]</ref> or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:16:49Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)<ref name=" OCEAN ">[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref>, The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types]</ref> or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:14:49Z

XeniaJørgensen: /* Creating the team */

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)]</ref>, The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types]</ref> or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]</ref>. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T22:14:17Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management]

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T21:16:43Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Comes from the waterfall model but is a bit different. The V-model process has three main phases: The development phase, the implementation phase and the test phase. [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Once the prosses tools have been chosen and the project tasks implemented the team can start working not the project. This phase is the norming phase in Tuckman's model.

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
The difference between a team and a high performing team is effectiveness/performance. A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.

Some of the characteristics of a high performance team are:
*The team member like/loves to be part of the team and feels what we do is important and meaningful.
*The team are results/goal-oriented and considers what is best for the team as a whole.
*The team consistently deliver at least what is expected if not more.
*The team thrive in projects that require a high level of collaboration and/or cross-functional.
*The team are always looking for ways to innovate, improve their performance as a team, and also learn and develop individual skills.

==References==
<references />

Teams - Creation and optimisation

2021-02-28T20:39:29Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process

== High performing teams ==
[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]
A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

==References==
<references />

Teams - Creation and optimisation

2021-02-28T20:04:44Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

For the team's development and in all the stage of Tuckman's model it is essential that the project manager takes into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team and a clear goal is vital to the team creations success. This is also known as the forming phase in Tuckman's model. The project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments. The project manager must also ensure the goal of the project is clear for the team so no misunderstandings occur. By ensuring the team in on the same page and how the team will handle challenges they can minimise the occurrence of non-constructive conflicts within the team. The storming phase in Tuckmansmodel.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]

==References==
<references />

Teams - Creation and optimisation

2021-02-28T19:44:11Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. Tuckman's model can be used to describe the different faces a team undergoes during the project. There are five steps in Tuckman's model: Forming Storming, Norming, Performing and Adjourning. [[Image:Tuckman's Model.JPG|thumb|upright=3|alt=Basic V-Model view|Tuckman's Model]]

It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]

==References==
<references />

File:Tuckman's Model.JPG

2021-02-28T19:42:52Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-28T19:29:04Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]

==References==
<references />

Teams - Creation and optimisation

2021-02-28T17:58:31Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

[[Image:Figure teams over effectivenesss.JPG|thumb|upright=3|alt=Basic V-Model view|The effectiveness over different groups/teams]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

==References==
<references />

Teams - Creation and optimisation

2021-02-28T17:55:24Z

XeniaJørgensen:

== Abstact ==

This article is about forming a team and what steps to take to become a high performing team. First, it is described what is a team, then the difference between groups and teams and lastly the difference between a team and a high performing team. Second, it is described how to create a team. How a project manager and the team needs to learn about one another personality type, roles within the team and workflow. Then its describe what management tool the team can use for the work process.

== Introduction - What is a team? ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are usually set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

[[Image:Figure teams over effectivenesss.JPG|thumb|center|upright=4|alt=Group vs team|the effectiveness over different groups/teams.]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

==References==
<references />

File:Figure teams over effectivenesss.JPG

2021-02-28T17:53:36Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-28T16:02:46Z

XeniaJørgensen: /* References */

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behaviour of other team members and act accordingly.
(working)

==References==
<references />

Teams - Creation and optimisation

2021-02-28T16:01:11Z

XeniaJørgensen: /* References */

Teams - Creation and optimisation

2021-02-28T16:00:23Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-28T12:36:48Z

XeniaJørgensen: /* References */

Teams - Creation and optimisation

2021-02-28T12:34:25Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T22:53:35Z

XeniaJørgensen:

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design (Working)

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

Process (Working)

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

To build or become a high performing team, firstly the principles should be clearly defined.
* Identify: what are the things that unite the team.
* Shared vision: work together on how to achieve.
* Team potency: divide roles and responsibilities etc.
* Secure psychological safety: Ensuring the team members mind set are optimal.
* Behavior within the team: everyone should have to understand the behavior of other team members and act accordingly.
(working)

Teams - Creation and optimisation

2021-02-21T22:39:00Z

XeniaJørgensen:

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:

*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini-projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)

*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in Scrum: the product owner, the development team and the scrum master. The product owner is representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team. The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities. The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conduct the daily scrum meetings as well.

*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.

*'''V-model''' Text missing fill out [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results, and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

Teams - Creation and optimisation

2021-02-21T22:33:28Z

XeniaJørgensen:

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:
*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)
*'''Scrum''' Works by iterations or also known as sprints. They're short periods of time or time boxes by the end of which some piece of working software is presented. It is not the final version of the product, but it is something that can be demonstrated to stakeholders. The whole project then is a sequence of such iterations. There are three main roles in scrum: the product owner, the development team and the scrum master.
*The product owner is a representative of the customer. They articulate what the customer wants to get from the product or feature and defines the guidelines for the team.
*The development team backlogs the product items get into the sprint, and the work of the development team begins. The work is broken down into tasks and each team member takes on some tasks based on their abilities.
*The scrum master is responsible for ensuring effective communication between the team members, and between the team and the product owner or stakeholders. So that the team can focus on getting their job done they conducts the daily scrum meetings as well.

*'''Kanban'''
*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.
*'''V-model''' Text missing [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results, and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

Teams - Creation and optimisation

2021-02-21T22:19:01Z

XeniaJørgensen:

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:
*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)
*'''Scrum'''
*'''Kanban'''
*'''Waterfall ''' is a style of project management that has a very linear process and is heavily phased based. This means one phase must finish before you can move on to the next phase. With waterfall project management, the only way to go back to a previous phase is if you go back to the start of the beginning of phase one. Due to it being a progressive style, if a mistake happens you will have to go all the way back. Therefore each phase is going to be extremely dependent upon the previous phase.
*'''V-model''' Text missing [http://apppm.man.dtu.dk/index.php/V-Model] [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results, and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

Teams - Creation and optimisation

2021-02-21T21:49:59Z

XeniaJørgensen:

== Understanding teams Introduction ==

What is a team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals, and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==
What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose. The individuals in the group have their own personal priorities and goals for a project, whereas a team have common priorities and goal. When looking at the characteristics of teams and groups we see some differences. A team share or rotate leadership roles whereas a group has one designated strong leader. Teams possess accountability both as a team but also individually, in a group the members feel accountable for their own work. This can be because of the fact that when performance goals are set, they determined and defined by the team. In groups, the performance goals are normally set by others. Teams commonly have a very specified vision or purpose, wherein groups the purpose often are that of the organization. Teams prosper in open-ended discussion, active problem-solving, and mutual feedback. Groups prosper with meetings and delegation

[[Image:Group_vs_team.JPG|thumb|center|upright=4|alt=Group vs team|Difference between a group and a team (Needs to be updated).]]

== Creating the team ==

When creating a team it is essential to consider the team members personalities, roles, work rhythm and introduce and clarify the goal. For the team to be effective, they must trust each other, be committed to and take accountability for the project. It is further vital for the team's effectiveness that the project manager and team take into account:
* '''Composition:''' Team competencies, personalities, roles, diversity etc.
* '''Work design:''' Skill variety, task identity and task significance.
* '''Context:''' Adequate resources, Leadership.
* '''Process:''' development process, common purpose, specific goals, conflict.

The composition of the team is vital to the team's success. In order to address this, the project manager must have an insight and understanding of the team's different personalities. Some of the tools used for identifying personalities can be The big five (OCEAN)[http://wiki.doing-projects.org/index.php/The_big_five_(OCEAN)], The Myers-Briggs Type Indicator[http://wiki.doing-projects.org/index.php/Group_Dynamics_and_Personality_Types] or Belbin's Team Roles[http://wiki.doing-projects.org/index.php/Belbin%27s_team_roles][http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles]. Knowing the personality types and preference for the different members preference for workflow can optimise team communicate, tasks completion and role assignments.

Ex. David and Elsa are part of a team and are assigned a task together and need to divide the work. David wakes up at 5 am every morning and starts working at 6 am and go home at 2 pm. He prefers face to face communication and phone calls when communicating with others. David prefers to get an overview of the project before going into details. Elsa wakes up at 9 am and start working at 10 am and goes home at 6 pm. She prefers written down task/reports and emails when communicating with others. Elsa prefers to get all details immediately for each section of the project. David and Elsa discuss how the other prefers to work and figure how best to schedule and divide task, so they are both happy. They schedule all meetings between 11 am and 1 pm. The meetings are face to face and they write a summary for meetings. they mainly use email as communication but they can call each other to confirm things. David takes care of the morning tasks and Elsa takes care of the afternoon tasks. David will be responsible for tasks done in the morning and makes the write overview reports and Elsa will be responsible for tasks done late in the day and filly out details in the reports.

The work design

Context

The process needs to be clear for the team, to ensure the project is being done on time. The project manager have different tool/methodologies they can implement for the team to use for the project. Some of the most commonly used are:
*'''Agile''' is a flexible approach to building a project. In agile project management, the project is broken down into several stages or sprints. Agile does not work on the principle of delivering the final product at the end of the project, it works on delivering sections of a project or mini projects. The process of project management in agile is based on that there won't be any central control of project manager, as it was there in the traditional way of working.[https://kanbanize.com/agile/project-management] (Find more references)
*'''Scrum'''
*'''Kanban'''
*'''Lean'''
*''' eXtreme Programming methodology (XP)'''
*'''Waterfall '''
*'''V-model'''

There are multiple ways and models for the project manager to consider. The V-model[http://apppm.man.dtu.dk/index.php/V-Model] is a great tool when creating and establishing a team. [[Image:Insert picture.jpg|thumb|upright=3|alt=Basic V-Model view|The general version of the V-Model]]

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as: a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results, and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

Teams - Creation and optimisation

2021-02-21T21:01:17Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T20:58:01Z

XeniaJørgensen: /* Group vs teams */

Teams - Creation and optimisation

2021-02-21T20:56:49Z

XeniaJørgensen: /* Group vs teams */

Teams - Creation and optimisation

2021-02-21T20:55:09Z

XeniaJørgensen: /* Group vs teams */

Teams - Creation and optimisation

2021-02-21T20:54:55Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T20:54:07Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T20:53:39Z

XeniaJørgensen:

File:Group vs team.JPG

2021-02-21T20:52:19Z

XeniaJørgensen: Table over differences between a group and a team

Table over differences between a group and a team

Teams - Creation and optimisation

2021-02-21T20:11:41Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T20:11:04Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T18:40:16Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T18:18:21Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T17:53:23Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T15:44:56Z

XeniaJørgensen: /* Creating the team */

Teams - Creation and optimisation

2021-02-21T15:44:37Z

XeniaJørgensen: /* Creating the team */

Teams - Creation and optimisation

2021-02-21T15:43:27Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-21T14:53:51Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-20T17:29:38Z

XeniaJørgensen:

Teams - Creation and optimisation

2021-02-20T15:57:00Z

XeniaJørgensen: /* Group vs teams */

== Understanding teams Introduction ==

What is a great team? A good team compliments one and others competence and skills, and they have a positive environment, they are individuals working towards a common goal. How does a team differ from a group and why is a team better? A group consist of independent individuals and they are driven by their own goals. Whereas in a team the individuals that can work independently. They work together towards a common goal, and they care about the results as a unit and not as individuals. How do we create successful teams? A team concerts of individuals who can work together and takes on different roles within the team. It's important that the team notes each other’s personality traits and work habits and they have a clear distinction between their roles in the team. Communication between members is essential as well as discussions within the team. When designing a team, it's important to have in mind what skills and competence are needed, as well as how the personalities and the individuals work habits will mesh within the team. Once a team has been created you can work towards a high performing team this is done within the team wants they had a clear vision of the goal and how to work towards the common goal.

== Group vs teams ==

What is the difference between a group and a team? A group is composed of independent individuals who coordinate their individual efforts. Whereas a team is composed of individuals who work together toward a shared goal/purpose.

-Note insert table Group vs teams

== High performing teams ==

A high performing team is defined by:
A high-performance team can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, produce superior results, and extinguish radical or extreme opinions that could be damaging. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals[http://publications.lib.chalmers.se/records/fulltext/221870/221870.pdf]

Teams - Creation and optimisation

2021-02-20T15:55:09Z

XeniaJørgensen: Created page with " == Understanding teams Introduction == What is a great team? A good team compliments one and others competence and skills, and they have a positive environment, they are ind..."

Articles Spring Term 2021

2021-02-20T15:50:25Z

XeniaJørgensen: /* Overview of 2021 Wiki Collections */

=Overview of 2021 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2021 Wiki Collections
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|TAs Example
|Thomas
|Giannoulopoulos
|s192419
|[[APPM Example 2021]]
|-
|-
|Group 12
|Christian
|Frøsig
|s175044
|[[Belbin's 9 team roles]]
|-
|-
|Group 1
|Oliver
|K. Vittrup
|s163754
|[[Top-down vs bottom-up estimations]]
|-
|-
|44
|Jeyad
|M. Baig
|s153585
|[[Planning Methods - 3 Levels of Project Planning]]
|-
|-
|Group 17
|Quoc-Khanh Rose-Marie Therese
|Madsen
|s123462
|[[Applying Tuckman’s model for team development]]
|-
|-
|31
|Haoxiang
|Sang
|s192258
|[[Cost control with statistic tools]]
|-
|-
|Group 31
|He
|Fan
|s192195
|[[Work Break-down Structure]]
|-
|-
|Group 19
|Ángel
|Castro del Olmo
|s193246
|[[Stakeholder Engagement and Sustainability in Maritime Spatial Planning]]
|-
|-
|44
|Abdullah Shams
|Turkmani
|s153337
|[[ICT Agreement]]
|-
|-
|Group 17
|Jacopo
|Renzi
|s210445
|[[Double Diamond in Project Management]]
|-
|-
|Group 35
|Helga Sigríður
|Magnúsdóttir
|s202027
|[[Network Planning]]
|-
|-
|12
|Cæcilie
|Kortbæk
|163873
|[[Double diamond]]
|-
|-
|Group 18
|Frithjof Johannes
|Thiem
|s202972
|[[DevOps]]
|-
|-
|12
|Emilie
|Winther Schmidt
|163884
|[[Iron Triangle]]
|-
|-
|12
|Anna
|Fredgaard
|s163887
|[[Active Listening Technique]]
|-
|-
|35
|Ruben
|Raes
|s202029
|[[Iron Triangle of Project Management]]
|-
|-
|21
|Claudia
|Balcells
|s202939
|[[APPPM Issue Tree]]
|-
|-
|35
|Brynja
|Gudmundsdottir
|s202030
|[[FAST goals]]
|-
|-
|16
|Andrea
|Pin Morales
|s205567
|[[The Business Case]]
|-
|-
|16
|Lena Maria
|Thyen
|s202969
|[[The 7 Habits of Highly Effective People]]
|-
|-
|35
|Úlfar
|Viktorsson
|s202022
|[[The 4 Disciplines of Execution]]
|-
|-
|16
|Moritz
|Rindermann
|s202976
|[[Tuckmans model for Team Development]]
|-
|-
|Group 29
|Heiðdís Ósk
|Pétursdóttir
|s202025
|[[Efficiency and Effectiveness]]
|-
|-
|31
|Xabier
|Martínez de Zabarte
|s210323
|[[Scrumban]]
|-
|-
|17
|Aldís Braga
|Eiríksdóttir
|s202045
|[[Blake-Mouton Managerial Grid]]
|-
|-
|32
|Jan Otis
| Ernst
|s210433
|[[RACI Matrix]]
|-
|-
|3
|Julie
| Finne-Ipsen
|s153987
|[[Kahneman - Two Thinking Systems]]
|-
|-
|24
|Maria Eileen
| Hubbuck
|s210444
|[[Risk Management-Identification]]
|-
|-
|11
|Alina
| Barun
|s202514
|[[Maslow's Hierarchy of Needs]]
|-
|-
|24
|Felix Vinzenz
|Wütherich
|s202968
|[[Emotional Intelligence and Leadership]]
|-
|-
|28
|Ariadna
|Ramos
|s191852
|[[The Work Breakdown Structure (WBS)]]
|-
|-
|Group 27
|Jakob
|Grønvald
|s164346
|[[Maslow‘s Hierarchy of Needs, Motivation in the workplace]]
|-
|-
|Group 16
|Martina
|Rampazzo
|s202895
|[[Earned value management (EVM)]]
|-
|-
|Group 2
|John
|Fritz
|s202967
|[[Learning plan]]
|-
|-
|Group 24
|Henning
|Duwe
|s210450
|[[SWOT Analysis]]
|-
|-
|Group 14
|Søren Emil
|Kjær
|s201528
|[[GANTT]]
|-
|-
|Group 23
|Mathilde Kremmer
|Broberg
|s175074
|[[Corrective and Preventive Actions (CAPA)]]
|-
|-
|Group 14
|Rune Lykke
|Høg
|s165012
|[[The use of the A3 management process]]
|-
|-
|Group 35
|Tinna Hrönn
|Unudóttir
|s202032
|[[Constructive communication]]
|-
|-
|Group 17
|Eva Rún
|Arnarsdóttir
|s203214
|[[Biases in Project Management]]
|-
|-
|Group 24
|Astrid
|Skovhus
|s164499
|[[Getting Things Done (GTD)]]
|-
|-
|Group 7
|Phillip
|Dyrberg
|s164503
|[[Double diamond: A design process model]]
|-
|-
|Group 14
|Amanda Emilie
|Søborg Berthelsen
|s154707
|[[The Johari Window]]
|-
|-
|Group 23
|Nicolai Mossing
|Madsen
|s164515
|[[SMART Goals (Specific, Measurable, Attainable, Relevant, Time-bound)]]
|-
|-
|Group 27
|Marie-Louise Wolfsberg
|Schmidt
|s164417
|[[The Affect Heuristic]]
|-
|-
|Group 4
|Erika Marie
|Strøm
|s203224
|[[Parkinson's Law in Project Schedule Management]]
|-
|-
|Group 16
|Beatrice
|Ranzato
|s202887
|[[X-Matrix Hoshin Kanri]]
|-
|-
|Group 9
|Helene Waldmann
|Jørgensen
|s173891
|[[Lag & Lead]]
|-
|-
|Group 4
|Zahra
|Al-Mosawi
|s193938
|[[Belbin Team Roles in Project Management]]
|-
|-
|Group 14
|William Axel Linderoth
|Michaelen
|s153275
|[[Design-Build]]
|-
|-
|Group 31
|Jesús
|Gracia Yoldi
|s210111
|[[Kanban in APPPM]]
|-
|-
|Group 35
|Katrín Erla
|Bergsveinsdóttir
|s202026
|[[Contingency plans]]
|-
|-
|Group 1
|Cecilie Marie Raagaard
|Christensen
|s160832
|[[Work breakdown structure (WBS)]]
|-
|-
|Group 19
|Ali Jamal
|Jomeh
|s173741
|[[SMART goals: A project management tool]]
|-
|-
|Group 15
|Tobias
|Hyldmo
|s206658
|[[High performing teams]]
|-
|-
|Group 5
|Samah
|Said
|s203228
|[[Business Process Excellence (BPEX)]]
|-
|-
|Group 3
|Emilie
|Torp
|s153320
|[[Goal Hierarchy]]
|-
|-
|Group 3
|Victor Nørregaard
|Schwærter
|s164745
|[[Milestone Planning]]
|-
|-
|Group 9
|Jacob
|Ammitsøe
|s173849
|[[Self-Awareness]]
|-
|-
|Group 18
|Anna
|Bjørn Reland
|s154556
|[[Choosing the appropriate medium (oral – written – hybrids)]]
|-
|-
|Group 10
|Wail
|Atrari
|s170706
|[[The Double Diamond Tool: Prevent budget overruns and delays in your projects]]
|-
|Group 10
|Helená Evin
|Cinar
|s164741
|[[SWOT Analysis Management]]
|-
|-
|Group 10
|Mohammad
|Abou Hassan
|s160101
|[[Implementing SWOT]]
|-
|-
|Group 10
|Ahmet
|Akgül
|s152597
|[[Smart goals (Specific, Measurable, Achievable, Realistic, and Timely)]]
|-
|-
|Group 2
|Amalie
|N. Müller
|s173675
|[[Big five personality traits (OCEAN model)]]
|-
|-
|Group 29
|Pétursdóttir
|Stefanía Ósk
|s202044
|[[Situational leadership - Hersey and Blanchard]]
|-
|-
|Group 10
|Abdulahi
|Hayle Hassan
|s164691
|[[Stakeholder management]]
|-
|-
|Group 27
|Louise
|Landschoff
|s165111
|[[SCRUM - A Project Management Framework]]
|-
|-
|Group 10
|Sara
|Alabiidi
|s164650
|[[The Blake-Mouton Managerial Grid]]
|-
|-
|Group 4
|Felix
|Dressel
|s202965
|[[SPALTEN]]
|-
|-
|Group 11
|Sandra
|Nielsen
|s153370
|[[Conflict ladder]]
|-
|-
|Group 11
|Lise Munch
|Nordheim
|s200400
|[[McGregor's X & Y theory]]
|-
|-
|Group 2
|Simon
|Knutsson
|s202041
|[[Earned Value Management (EVM)]]
|-
|-
|Group 12
|Christoffer
|Askgaard
|s165098
|[[Design the team you need to succeed using Belbin's team roles]]
|-
|-
|Group 24
|Gaute Bø
|Aaløkken
|s202065
|[[Diversity in teams]]
|-
|-
|Group 2
|Lukas
|Tanzer
|s200120
|[[Continuous Improvement]]
|-
|-
|Group 7
|Sofie
|Lundsteen
|s170285
|[[Team roles at work]]
|-
|-
|Group 14
|Josefine
|M. Schuler
|s154055
|[[Applying the Hawthorne studies to project management]]
|-
|-
|Group 3
|Amalie Nordstrøm
|Nielsen
|s153272
|[[The seven characteristic principles]]
|-
|-
|Group 14
|Louise Damborg
|Frederiksen
|s185238
|[[Bias in a Team Setting]]
|-
|-
|Group 1
|Georg Holger
|Waage
|s163819
|[[Fishbone Diagram]]
|-
|-
|Group 28
|Özgenur
|Baştuğ
|s203033
|[[Variation Orders in Construction Projects]]
|-
|-
|Group 9
|Mads
|Møhlenberg
|s173879
|[[A hybrid consisting of Agile and Stage Gate]]
|-
|-
|Group 29
|Svanhvít Birta
|Guðmundsdóttir
|s203174
|[[Project Milestones]]
|-
|-
|Group 23
|Bente
|Meidahl Münsberg
|s175068
|[[Gantt Charts]]
|-
|-
|Group 27
|Frederik
|Carlsson
|s164345
|[[FAST Goals]]
|-
|-
|Group 11
|Tobias
|Rydahl
|s200471
|[[Using DISC assessment for project team management]]
|-
|-
|Group 7
|Mads
|Støjfer-Hønberg
|s174303
|[[SCRUM - An Agile Project Management Framework]]
|-
|-
|Group 21
|Matthieu
|Buy
|s202925
|[[The Five-Factor Model (OCEAN)]]
|-
|-
|Group 18
|Astrid Helene
|Erecius
|s171013
|[[Choosing communication media for negotiation]]
|-
|-
|Group 44
|Zainab
|Jalal
|s165491
|[[Work Breakdown Structure in project management]]
|-
|-
|Group 2
|Anna Felicia Mai
|Lindström
|s202046
|[[Project Status Reporting]]
|-
|-
|Group 28
|Alberto
|Melloni
|s202894
|[[Pre-mortem analysis]]
|-
|-
|Group 29
|Thore Uwe
|Aye
|s202746
|[[Quality Gates in Project Management]]
|-
|-
|Group 9
|Lydia
|Tsintzou
|s193745
|[[SWOT Analysis Guide]]
|-
|-
|Group 28
|Kendra Ana
|Rodríguez López
|s200182
|[[Choosing by Advantages Decision-Making System]]
|-
|-
|Group 23
|Rasmus
|Engberg
|s164513
|[[RDM]]
|-
|-
|Group 4
|Christine
|Fryland
|s153875
|[[Theory X-Y]]
|-
|-
|Group 28
|Manas P.
|Dalvi
|s210143
|[[Effective Tools for Multiple Project Management]]
-
|-
|Group 12
|Joakim
|Vollertzen
|s163947
|[[Extreme Project Management (XPM)]]
|-
|-
|Group 19
|Shubham
|Ingole
|s200092
|[[Stakeholder Management Strategies]]
|-
|-
|Group 31
|Alvaro
|Bello
|s210447
|[[Forecasting and estimation techniques]]
|-
|-
|Group 09
|Dorothea
|Georgiadou
|s200230
|[[Risk Register analysis]]
|-
|-
|Group 09
|Maria Konstantina
|Papaioannou
|s195550
|[[Fishbone diagram analysis]]
|-
|-
|Group 21
|Kelvin
|Scott-Fordsmand
|s174312
|[[RiskRegister]]
|-
|-
|Group 18
|Christoffer Friis
|Hansen
|s164569
|[[Identifying risk]]
|-
|-
|Group 1
|Giulia
|Zanelli
|s205701
|[[Earned Value Management - EVM]]
|-
|-
|Group 29
|Tinna
|Dofradottir
|s203177
|[[Adaptive Project Framework]]
|-
|-
|Group 23
|Jonatan Larsen
|Edry
|s165499
|[[The iron triangle as an analytical tool]]
|-
|-
|Group 4
|Mikkel Walther
|Hellesen
|s203227
|[[System Readiness Level Index]]
|-
|-
|Group 5
|Yamila Denise
|Aviles
|s203409
|[[Agile Release Train]]
|-
|-
|Group 5
|Kallina
|Karamitsiou
|s202249
|[[Kahneman's dual-system thinking]]
|-
|-
|Group 19
|Prasad
|Jagtap
|s200109
|[[Communication Management using Service Blueprint]]
|-
|-
|Group 3
|Johan Holger
|Rasmussen
|s210512
|[[Daniel Kahneman's two systems of thinking]]
|-
|-
|Group 18
|Sigrún Björk
|Sævarsdóttir
|s200165
|[[The Scrum framework]]
|-
|-
|Group 1
|Francesca
|Pieraccini
|s206673
|[[Double Diamond model]]
|-
|-
|Group 15
|Dionysios
|Dasopoulos
|s202916
|[[Tuckman's Model for Sustainable Team Development]]
|-
|-
|Group 15
|Joern
|Appelt
|s202854
|[[Intrinsic Motivation]]
|-
|-
|Group 23
|Oliver
|Karlsson
|s165080
|[[Double Diamond Model]]
|-
|-
|Group 5
|Victor
|Soler Fuertes
|s206040
|[[OKR - Objectives and Key Results]]
|-
|-
|Group 31
|João
|Ferreira
|s202867
|[[Psychological safety as a key factor to quality and productivity of Organizations]]
|-
|-
|Group 31
|Timo
|Scheitinger
|s202966
|[[The big five (OCEAN)]]
|-
|-
|Group 15
|Maria-Lito
|Glykioti
|s151256
|[[The role of Emotional Intelligence in Project Management]]
|-
|-
|Group 15
|Hafeez
|Ahmadi
|s164137
|[[ISM Principles of Change]]
|-
|-
|Group 21
|Magnus Riis
|Gregersen
|s214321
|[[Gantt Chart Scheduling]]
|-
|-
|Group 18
|Marie Elly Ulricke
|Kristensen
|s144408
|[[Motivation through Theory X&Y from a Project Management perspective]]
|-
|-
|Group 18
|Christopher
|Burgdorf
|s154689
|[[Simple Multi-Attribute Rating Technique (SMART)]]
|-
|-
|Group 5
|Ishak
|Zaaimia
|s164631
|[[Parkinson's Law]]
|-
|-
|Group 11
|Sara Ballegaard
|Laursen
|s193723
|[[Organizational Socialization]]
|-
|-
|Group 19
|Ali Waleed
|Abbas
|s172841
|[[Fishbone diagram for root cause analysis]]
|-
|-
|Group 17
|Cecilia
|Thuy Duyen Nguyen-Cong
|s184300
|[[The 7 Habits of Highly Effective People by Stephen R. Covey]]
|-
|-
|Group 44
|Farah
|Sabri
|s164740
|[[Lack of communication in project management]]
|-
|-
|Group 1
|Shakila
|Khan Malik
|s173780
|[[Risk]]
|-
|-
|Group 27
|Asbjørn Martin
|Kruuse
|s153470
|[[Chairing a meeting]]
|-
|-
|Group 23
|Tummas Dímun
|Mohr
|s160129
|[[Project Dashboards]]
|-
|-
|Group 27
|Vanessa
|Clausen
|s183302
|[[Overcoming small-big projects (Gantt)]]
|-
|-
|Group 09
|Emil
|Ballermann
|s174393
|[[Parkinson's law and how to manage it]]
|-
|-
|Group 4
|Gian Marco
|Grieco
|s202893
|[[Parkinson's Law: achieving more in less time]]
|-
|-
|Group 44
|Shahad
|Abdelaziz
|s122945
|[[Outsourcing]]
|-
|-
|Group 3
|Tais
|Christiansen
|s165131
|[[Relationship of projects, programs and portfolios]]
|-
|-
|Group 4
|Sana
|Ilyas
|s192815
|[[SCRUM framework]]
|-
|-
|Group 5
|Mia Chrstine
|Wheitman
|s206053
|[[The use of Gantt Charts]]
|-
|-
|Group 35
|Sigurjón Bjarni
|Bjarnason
|s202049
|[[The Work breakdown structure(WBS)]]
|-
|-
|Group 19
|Morten Dam
|Laursen
|s200364
|[[Multiple Project Management: Summary, Theory and Improvement]]
|-
|-
|Group 29
|Céline Engelbrecht
|Galea-Larsen
|s147312
|[[Group Development - The Tuckman Model]]
|-
|-
|Group 28
|Hazal
|Alawi
|s180408
|[[The Double Diamond Framework]]
|-
|-
|Group 17
|Xenia
|Jørgensen
|s123633
|[[Teams - Creation and optimisation]]