Teams - Creation and optimisation - Revision history

XeniaJørgensen at 22:42, 28 February 2021

2021-02-28T22:42:28Z

← Older revision		Revision as of 22:42, 28 February 2021
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	[[Image:Figure teams over effectivenesss.JPG\|thumb\|upright=3\|alt=Basic V-Model view\|The effectiveness over different groups/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:		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>		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.		To build or become a high performing team, firstly the principles should be clearly defined.

XeniaJørgensen at 22:40, 28 February 2021

2021-02-28T22:40:14Z

← Older revision		Revision as of 22:40, 28 February 2021
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	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen at 22:36, 28 February 2021

2021-02-28T22:36:19Z

XeniaJørgensen at 22:26, 28 February 2021

2021-02-28T22:26:56Z

← Older revision		Revision as of 22:26, 28 February 2021
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	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen at 22:25, 28 February 2021

2021-02-28T22:25:34Z

← Older revision		Revision as of 22:25, 28 February 2021
Line 27:		Line 27:
	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen at 22:20, 28 February 2021

2021-02-28T22:20:04Z

← Older revision		Revision as of 22:20, 28 February 2021
Line 27:		Line 27:
	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen at 22:19, 28 February 2021

2021-02-28T22:19:18Z

← Older revision		Revision as of 22:19, 28 February 2021
Line 27:		Line 27:
	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen at 22:16, 28 February 2021

2021-02-28T22:16:49Z

← Older revision		Revision as of 22:16, 28 February 2021
Line 27:		Line 27:
	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.

XeniaJørgensen: /* Creating the team */

2021-02-28T22:14:49Z

Creating the team

← Older revision		Revision as of 22:14, 28 February 2021
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	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.
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	*'''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]]		*'''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.		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 ==		== High performing teams ==

XeniaJørgensen at 22:14, 28 February 2021

2021-02-28T22:14:17Z

← Older revision		Revision as of 22:14, 28 February 2021
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	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:		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)~~		*'''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.		*'''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.

← Older revision		Revision as of 22:36, 28 February 2021
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	* '''Process:''' development process, common purpose, specific goals, conflict.		* '''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.		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.		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.
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	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:		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]		*'''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.		*'''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.
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	*'''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.		*'''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]]~~		*'''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.		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.
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	[[Image:Figure teams over effectivenesss.JPG\|thumb\|upright=3\|alt=Basic V-Model view\|The effectiveness over different groups/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:		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]		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.		To build or become a high performing team, firstly the principles should be clearly defined.