High performing teams - Revision history

S222620 at 10:25, 5 April 2023

2023-04-05T10:25:24Z

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	''Developed by Tobias Hyldmo. ~~Reviced by Mads Marum~~''		''Developed by Tobias Hyldmo.''

	==Abstract==		==Abstract==

S222620 at 18:21, 12 February 2023

2023-02-12T18:21:05Z

← Older revision		Revision as of 18:21, 12 February 2023
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	''Developed by Tobias Hyldmo.''		''Developed by Tobias Hyldmo. Reviced by Mads Marum''

	==Abstract==		==Abstract==

Tobiashyldmo at 20:31, 28 February 2021

2021-02-28T20:31:35Z

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	to prioritize team building to increase the chance of success in projects. It is useless		to prioritize team building to increase the chance of success in projects. It is useless
	to talk about advanced implementations of Gantt Charts and risk management in		to talk about advanced implementations of Gantt Charts and risk management in
	PPPM if the teamwork is bad and a project is already doomed to fail.		PPPM if the teamwork is bad and the project is already doomed to fail.

	This article talk about both groups and teams. For a detailed explanation of differences and similarities the author refer the reader to external resources, as this article		This article talk about both groups and teams. For a detailed explanation of differences and similarities the author refer the reader to external resources, as this article
	is meant for other purposes. The article is based on seven guidelines for effective		is meant for other purposes. Descriptions and reflections about groups are relevant for teams, but not vice versa. The article is based on seven guidelines for effective groups. High performing groups follow all these guidelines (Johnson & Johnson,
	groups. High performing groups follow all these guidelines (Johnson & Johnson,
	2013, p.24). The link between effective groups and high performing teams is the		2013, p.24). The link between effective groups and high performing teams is the
	extension shown in Figure 1 about teams. Hjertø (2013) argues that a characteristic		extension shown in Figure 1 about teams. Hjertø (2013) argues that a characteristic

Tobiashyldmo: /* Bibliography */

2021-02-26T08:32:39Z

Bibliography

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	Project Management Institute (2017). ''Guide to the Project Management Body of Knowledge (PMBOK Guide)''. Project Management Institute, Inc. (PMI), sixth edition.		Project Management Institute (2017). ''Guide to the Project Management Body of Knowledge (PMBOK Guide)''. Project Management Institute, Inc. (PMI), sixth edition.

	Solem, A. & ~~Hermundsg˚ard~~, M. (2013). ''Fasilitering''. Gyldendal Akademisk, first edition.		Solem, A. & Hermundsgård, M. (2013). ''Fasilitering''. Gyldendal Akademisk, first edition.

	Wheelan, S. A. (2016). ''Creating Effective Teams. A Guide for Members and Leaders''. SAGE, fifth edition.		Wheelan, S. A. (2016). ''Creating Effective Teams. A Guide for Members and Leaders''. SAGE, fifth edition.

Tobiashyldmo: /* Bibliography */

2021-02-26T08:32:00Z

Bibliography

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	==Bibliography==		==Bibliography==
			Beauchene, V. & Cunningham, M. (2020). ''The End of Management as We Know It''. Boston Consulting Group. https://www.bcg.com/publications/2020/end-management-as-we-know-it.

	Hjertø, K. B. (2013). ''TEAM''. Fagbokforlaget, first edition.		Hjertø, K. B. (2013). ''TEAM''. Fagbokforlaget, first edition.

	Johnson, D. & Johnson, F. (2013). ''Joining Together. Group Theory and Group		Johnson, D. & Johnson, F. (2013). ''Joining Together. Group Theory and Group Skills''. Pearson, twelfth edition.
	Skills''. Pearson, twelfth edition.

	Maylor, H. (2010). ''Project Management''. Prentice Hall, fourth edition.		Maylor, H. (2010). ''Project Management''. Prentice Hall, fourth edition.

	Project Management Institute (2017). ''Guide to the Project Management Body		Project Management Institute (2017). ''Guide to the Project Management Body of Knowledge (PMBOK Guide)''. Project Management Institute, Inc. (PMI), sixth edition.
	of Knowledge (PMBOK Guide)''. ~~Sixth~~ edition.
			Solem, A. & Hermundsg˚ard, M. (2013). ''Fasilitering''. Gyldendal Akademisk, first edition.

	~~Solem~~, A~~. & Hermundsgård, M~~. (~~2013~~). ''~~Fasilitering~~''. ~~Gyldendal Akademisk~~, ~~first~~		Wheelan, S. A. (2016). ''Creating Effective Teams. A Guide for Members and Leaders''. SAGE, fifth edition.
	edition.

	~~Wheelan~~, S. A. (~~2016~~). ''~~Creating Effective Teams. A Guide for Members and Leaders~~''.		Wilemon, D. L. & Thamhain, H. J. (1983). ''Team building in project management''. Project Management Quarterly.
	~~SAGE, fifth edition~~.		https://www.pmi.org/learning/library/team-building-development-project-management-5707.

	[[Category:People]] [[Category:Project Management]] [[Category:Team]]		[[Category:People]] [[Category:Project Management]] [[Category:Team]]

Tobiashyldmo: /* Big Idea */

2021-02-26T08:22:52Z

Big Idea

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	to prioritize team building to increase the chance of success in projects. It is useless		to prioritize team building to increase the chance of success in projects. It is useless
	to talk about advanced implementations of Gantt Charts and risk management in		to talk about advanced implementations of Gantt Charts and risk management in
	PPPM if the teamwork is bad and a project is already doomed to fail		PPPM if the teamwork is bad and a project is already doomed to fail.

	This article talk about both groups and teams. For a detailed explanation of differences and similarities the author refer the reader to external resources, as this article		This article talk about both groups and teams. For a detailed explanation of differences and similarities the author refer the reader to external resources, as this article

Tobiashyldmo: /* Annotated bibliography */

2021-02-26T08:22:14Z

Annotated bibliography

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	==Annotated bibliography==		==Annotated bibliography==
	In Johnson & Johnson (2013) the reader can have ~~a deeper~~ explanation of the seven		In Johnson & Johnson (2013) the reader can have broader explanation of the seven
	guidelines for ~~efficient~~ teams through research and explanations. Each of the seven		guidelines for effective teams through research and explanations. Each of the seven
	guidelines have a chapter where the focus is on the basis of the guideline and skills		guidelines have their own chapter where the focus is on the basis of the guideline
	for applying them in practical situations. This is a brilliant way to get a better		and skills for applying them in practical situations. This is a brilliant way to get
	understanding for the seven guidelines as the presentation in this article is basic.		a better understanding for the seven guidelines as the presentation of them in this
			article is basic.

	Maylor (2010) ~~describe~~ the role of groups, teams, leadership and management in		Maylor (2010) describes the role of groups, teams, leadership and management in
	projects. Chapter 11 is about designing, selecting and monitoring effective teams		projects. Chapter 11 is about designing, selecting and monitoring effective teams
	in appropriate situations. Maylor balances the principles of effective teams in organisations and reflects on how persons and teams should be managed in different		in appropriate situations. Maylor balances the principles of effective teams in organisations and reflects on how persons and teams should be managed in different
	situations to give the best result in ~~the~~ organisational context, not only in teams		situations to give the best result in an organisational context, not only in teams
	alone. This reference gives a nice edge to this article about high performing teams		alone. This reference gives a nice edge to this article about high performing teams
	as it puts it in a practical context that is relevant to PPPM in a bigger picture.		as it puts it in a practical context that is relevant to PPPM in a bigger picture.

	Wheelan (2016) is about effective teamwork from the members perspective. It already exists a big amount of research and literature about effective leadership and		Wheelan (2016) is about effective teamwork from the members perspective. It already exists a big amount of research and literature about effective leadership and
	management, but not so much about membership. ~~This source~~ battles this and		management, but not so much about membership. Wheelan battles this and focuses more on how behavior of members support a high performing team. This does
	focuses more on how behavior of members support a high performing team. This		not exclude leaders and managers from being a part of the team, as they also can
	~~does~~ not exclude leaders and managers from being a part of the team, as they also		be seen as one of the team members. This source is therefore a nice extension to
	~~can~~ be seen as one of the team members. This source is therefore a nice extension		the guidelines presented in this article, as it has a members perspective on team
	to the guidelines presented in this article, as it ~~have~~ a members perspective on team		performance and not only team behaviour.
	~~team~~ performance ~~instead of~~ only team behaviour.

	in Project Management Institute (2017) ~~the~~ focus is more on how management can		Project Management Institute (2017) focus more on how management can facilitate the team to improve results through better teamwork. You can read more about PMIs standards for developing and managing teams in chapter 9.4 and
	facilitate the team to improve ~~the~~ results through better teamwork. You can read
	more about PMIs standards for developing and managing teams in chapter 9.4 and
	9.5. They, more or less, agree on the guidelines mentioned in this article. These		9.5. They, more or less, agree on the guidelines mentioned in this article. These
	standards for project managers focuses on creating environments that facilitate good		standards for project managers focuses on creating environments that facilitate good
	teamwork. They do this by continually motivating the team by providing challenges		teamwork. They do this by continually motivating the team by providing challenges,
	~~and~~ opportunities, ~~providing~~ timely feedback ~~and~~ support as needed, ~~recognizing~~		opportunities, timely feedback, support as needed, recognition and rewarding of
	and rewarding good performance. This point of view gives ~~this~~ article on high		good performance. This point of view gives the article on high performing teams a
	performing teams a nice edge with the perspective ~~for~~ the project manager.		nice edge with the perspective from the project manager.

			Beauchene & Cunningham (2020) take a look into the future of traditional management in organisations. They predict fewer middle managers and a focus centered around agile teams. Traditional management has reached a breaking point and this
			source look into agile management structures for organisations as a solution to these
			problems. This source and its further readings substantiates the growing importance
			of teams, and high performing teams, in a PPPM setting.

	==Bibliography==		==Bibliography==

Tobiashyldmo: /* Discussion and limitations */

2021-02-26T08:19:11Z

Discussion and limitations

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	to be able to focus on developing and applying the seven guidelines in their project.		to be able to focus on developing and applying the seven guidelines in their project.

	==Discussion and ~~limitations~~==		==Discussion and limitation==
	The seven guidelines for high performing teams are useful in many ways, but they are		The seven guidelines for high performing teams are useful in many ways, but they are
	not a tool that can be used alone. This is because it only guide parts of the problem		not a tool that can be used alone. This is because it only guide parts of the problem

Tobiashyldmo: /* Limitations */

2021-02-26T08:18:35Z

Limitations

Tobiashyldmo: /* Application */

2021-02-26T08:15:55Z

Application

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	==Application==		==Application==
	In this part the article focuses on how theory about efficient teamwork fit the PPPM		In this part the article focuses on how theory about efficient teamwork fit the PPPM
	scene. ~~Primarily~~, ~~groups~~ and teams form a basis for working with projects, and		scene. Although high performing teams are relevant for PPPs, we will from now on
	therefore also programs and portfolios. Everybody ~~loves a~~ great teamwork. If the		focus on their relevance for project and project management. It is hard to provide a
	teamwork is bad, everything ~~collapses~~ with it. Teams can be found in all parts		step-by-step guide to project managers on how to implement knowledge about high
	of the organisation ~~of PPPs~~. All the way from the board of directors, throughout		performing teams directly in your project. This is because no project is similar and
	the organisation and to the workers at the bottom. They come in different shapes		everything need to be adjusted to local conditions and the specific team. However,
	and sizes and need to be adjusted to their environment. Knowledge about high		this section give suggestions on useful situations where the tool is appropriate, and
	performing teams are important in the terms of PPPM.		it will be up to the reader to do a implementation of the guideline in their local
			project.

			Groups and teams form a basis for working with projects, and therefore also programs and portfolios. Everybody love great teamwork. If the teamwork is bad,
			everything collapse with it. Teams can be found in all parts of the project organisation. All the way from the board of directors, throughout the organisation and to
			the workers at the bottom of the organisational structure. They come in different
			shapes and sizes and need to be adjusted to their environment. Knowledge about
			high performing teams are therefore important in the terms of PPPM.

			Furthermore, groups and teams are a natural part of the work breakdown structure
			of a project. Most projects, due to their complexity, are divided into smaller portions
			of work where it is natural to create a group or a team to do the work. In this
			relation it is clear that individual teams that do not accomplish their task will
			give a negative impact or delay to the whole project. We can thereby emphasize
			the importance of high performing teams in projects, which is a reason for project
			managers to facilitate the creation of effective groups and high performing teams in
			their organisation.

	Knowledge about high performing teams is important when managers form teams.		Knowledge about high performing teams is important when managers form teams.
	Project managers ~~can~~ benefit from having a understanding on how individuals behave in teams (Maylor, 2010, p.255). In this way they can put together teams with		Project managers benefit from having an understanding on how individuals behave
	abilities to adapt to these seven guidelines. This ~~include to have the~~ a nice balance		in teams (Maylor, 2010, p.255). In this way they can put together teams with
	of diversity ~~in the group~~ and a nice distribution among skills and characteristics in		abilities to adapt to these seven guidelines. This includes having a nice balance of
	the ~~team~~, adjusted for the tasks they are assigned to.		diversity and a nice distribution among skills and characteristics among the members, adjusted for the tasks they are assigned to.

	An example of a management issue of balancing several high performing teams is		An example of a management issue of balancing several high performing teams is
	matrix management and distribution of resources in an ~~PPP~~. The reader should		matrix management and distribution of resources in an project. The reader should
	seek knowledge of this topic from other sources. The seven guidelines for effective		seek knowledge of this topic from other sources. The seven guidelines for effective
	groups require a lot of time, dedicated- and motivated ~~team~~ members. ~~Time is a~~		groups require a lot of time, dedicated- and motivated members. These are scarce
	~~scarce resource~~ in a project. It is reasonable to say that ~~in a project,~~ benefits of high		resources in a project. It is reasonable to say that the benefits of high performing
	~~performing~~ teams must be balanced against other concerns in the iron triangle of		teams in a project must be balanced against other concerns in the iron triangle
	time, cost and quality. Project managers need knowledge about groups and teams		of time, cost and quality. Project managers need knowledge about groups and
	when deciding how much time and energy each employee ~~are~~ allowed to ~~use~~ spend		teams when deciding how much time and energy each employee should be allowed
	on different teams in projects. This is important when managers design and manage		to spend on different teams in projects. This is important when managers design
	the organisational matrix and an aggregated plan of resources. This means that it		and manage the organisational matrix and an aggregated plan of resources. This
	sometimes it is reasonable for managers to limit teams to be~~, for instance, effective~~		means that sometimes it is reasonable for managers to limit teams and groups to be
	~~groups or~~ other types of lower performing groups. Knowledge about performance in		other types of lower performing groups. Knowledge about performance in teams is
	teams is therefore a nice tool to include in these kind of evaluations.		therefore a nice tool to include in these kind of evaluations.

	~~The last application of team~~ performance ~~can be found~~ in Project Management Institute (2017) section 9.4 and 9.5 as the focus is on how management facilitate the		Team performance is also a focus in the standards of Project Management Institute
	team to improve results through improved teamwork. Project managers use knowledge about effective teams to select the best strategies for obtaining their goals.		(2017). In section 9.4 and 9.5 the focus is on how management facilitate the team to
	This project manager approach ~~can be seen as~~ a nice add-on to the seven guidelines.		improve results through improved teamwork. Project managers use knowledge about
	More or less, project managers try to push their team into a suitable environmental		effective teams to select the best strategies for obtaining their goals. This project
	and cultural frame to give the team a climate of trust. ~~For obtaining~~ this Project		manager-approach is a nice add-on to the seven guidelines. More or less, project
	~~Management~~ Institute (2017) introduce tools and techniques that help facilitate this		managers try to push their team into a suitable environmental and cultural frame.
	~~environment~~ described in the guidelines. When the environment is ~~set~~, the team is		This is to give the team a climate of trust. To obtain this Project Management
	more likely to be able to focus ~~more~~ on developing and applying the seven guidelines		Institute (2017) introduce tools and techniques that help facilitate this environment
	in their project.		described in the guidelines. When the environment is good, the team is more likely
			to be able to focus on developing and applying the seven guidelines in their project.

	==Limitations==		==Limitations==

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	to be able to focus on developing and applying the seven guidelines in their project.		to be able to focus on developing and applying the seven guidelines in their project.

	==~~Limitations~~==		==Discussion and limitations==
	The seven guidelines for high performing teams are useful in many ways, but they		The seven guidelines for high performing teams are useful in many ways, but they are
	~~are~~ not a tool that can be used alone. This is because it only guide parts of the		not a tool that can be used alone. This is because it only guide parts of the problem
	~~problem~~ regarding team performance. For instance, it does not describe derivation		regarding team performance. For instance, it does not describe derivation of culture
	of culture or motivation, only that it is important. The guidelines ~~does~~ not guide		or motivation, only that it is important. The guidelines do not guide the reader on
	the reader on how the group should fulfill the guidelines through activities or phases		how the group should fulfill the guidelines through activities or phases in a project.
	in a project. The guidelines ~~works fine~~ as a guiding tool for team activity and		The guidelines are intended as a guiding tool for team activity and assignments to
	assignments to teams, but in many situations they need to additional tools to fill		teams, but in many situations they need additional tools to fill the missing aspects.
	the aspects ~~that is missing~~. Phases and activities have been mentioned. Learning		Phases and activities have been mentioned. Learning and managing knowledge can
	and managing knowledge can also be included in the list of aspects missing out.		also be included in the list of aspects missing out.

	A challenge in terms of project management is the relationship between a project		A challenge in terms of project management is the relationship between a project
	manager and the members. The guidelines ~~clearly states~~ that power in the group		manager and the members. The guidelines state that power in the group should be
	should be distributed equally and come from a natural distribution within the group,		distributed equally and come from a natural distribution within the group, and not
	and not from a hierarchy. This does not mean that managers are useless, but that		from a hierarchy. This does not mean that managers are useless, but that managers
	~~managers~~ and leaders should be aware about their position in the team and what		and leaders should be aware about their position in the team and what benefits or
	benefits or boundaries this can put on the team.		boundaries this can put on the team.

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

	To summarise the concerns of the guidelines in a project management context they		To summarise the concerns of the guidelines in a project management context they
	are ~~lifted up against~~ project management standards. "''Managing the project team requires a variety of management and leadership skills [...] to create high-performance		are now compared to project management standards. "''Managing the project team requires a variety of management and leadership skills [...] to create high-performance teams. Team management involves a combination of skills with special emphasis on
	teams. Team management involves a combination of skills with special emphasis on		communication, conflict management, negotiation, and leadership''"
	communication, conflict management, negotiation, and leadership''" (Project Management Institute, 2017, p.346). And "''Managing is a term that implies capability to direct		(Project Management Institute, 2017, p.346). And
	and administer the work of others''" (Maylor, 2010, p.268). In project management		"''Managing is a term that implies capability to direct and administer the work of others''"
	we need both good managers and well functioning teams. Project managers need to		(Maylor, 2010, p.268). In project management we need both good managers and well functioning teams. Project managers
	recognize their role in the team according to local adaptions and find a nice balance		need to recognize their role in the team according to local adaptions and find a
	between applying their duties as project managers according to the standards from		nice balance between applying their duties as project managers according to the
	Project Management Institute (2017) and the guidelines for self management of high		standards from Project Management Institute (2017) and the guidelines for self
	performing teams from Johnson & Johnson (2013).		management of high performing teams from Johnson & Johnson (2013).

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