Managing groups for high performance
From apppm
(Difference between revisions)
(→How are groups and teams formed) |
|||
| Line 22: | Line 22: | ||
=== How are groups and teams formed === | === How are groups and teams formed === | ||
| − | All teams are groups, but not all groups are teams. What distinguishes the two definitions is the intensity of work done together to achieve a common goal or objective. '''REF Contemp'''. Hence a project is defined as | + | All teams are groups, but not all groups are teams. What distinguishes the two definitions is the intensity of work done together to achieve a common goal or objective. <ref name=PMBOK> '''REF Contemp'''. Hence a project is defined as |
“A project is a unique set of processesconsisting of coordinated and controlled activitieswith start and end dates, performed to achieve project objectives" accordingly to the ISO 21500 PM Standard '''REF ISO''' | “A project is a unique set of processesconsisting of coordinated and controlled activitieswith start and end dates, performed to achieve project objectives" accordingly to the ISO 21500 PM Standard '''REF ISO''' | ||
Revision as of 19:07, 11 February 2018
Abstract
A successes criteria for a project to reach its objectives, the team should function well which the following statement from the book PMBOK also highlights: "Teamwork is a critical factor for project success, and developing effective project teams is one of the primary responsibilities of the project manager." [1]
This article will take a closer look into the theory of which dynamics makes a team work with high performance and what causes the opposite. Hereafter relevant methods and tools will be presented and explained how to use them.
- How to create a good team
- What are critical issues in team work
- Which techniques and tools to use for managing good teamwork
Big Idea
How are groups and teams formed
All teams are groups, but not all groups are teams. What distinguishes the two definitions is the intensity of work done together to achieve a common goal or objective. [1]
Cite error:
<ref> tags exist, but no <references/> tag was found
