Team Management and Project Control
Project managers have a number of important job responsibilities; some of which have competing priorities. Good project managers are able to understand the importance of team development and the factors that influence a successful team outcome as well as being able to give the proper attention to controlling the project 's schedule and costs. Gray and Larson (2014) notes that project managers have a significant role in developing high-performance teams...and "evaluation and control are part of every project manager 's job" (p. 457). The following will provide information to the reader on team development and the situational factors which influence a team 's success as well as examples of how project managers …show more content…
In the PEM, teams develop not in stages but rather in the timing of group formation as noted by Gray & Larson (2014). PEM suggests that groups form during their first meeting where roles and behavior is defined. This phase remains in place until the half-way point of the project. At this time, phase II occurs, noting a shift from phase one behaviors to that of new, more motivated and driven behaviors geared to project completion. According to Gray & Larson (2014), the midpoint works as an alarm and no formal project plan was necessary, but simply good project management and established deadlines and milestones to determine transitional group …show more content…
Most of the EAs have worked together for years, but as a new employee, it took a number of individual and group interacts before I was welcomed as a team member. At first, I simply listened during group meetings and did not contribute my ideas or voice my opinion; forming. Once I performed some tasks and showed the group that I was trustworthy and was able to carry out an assignment as instructed did my value in the group become apparent; norming. I had established my position and was able to make my ideas known; storming. Soon we were performing together as a team and brought the project to a successful conclusion; performing and adjourning. My personal team development experience, therefore, aligns closely to that of the FSD rather than the PEM. However, one must consider that in this scenario, I was a new team member joining a well-established team. Therefore, the team development outcome may be different had we all been new project team
Project managers have a number of important job responsibilities; some of which have competing priorities. Good project managers are able to understand the importance of team development and the factors that influence a successful team outcome as well as being able to give the proper attention to controlling the project 's schedule and costs. Gray and Larson (2014) notes that project managers have a significant role in developing high-performance teams...and "evaluation and control are part of every project manager 's job" (p. 457). The following will provide information to the reader on team development and the situational factors which influence a team 's success as well as examples of how project managers …show more content…
In the PEM, teams develop not in stages but rather in the timing of group formation as noted by Gray & Larson (2014). PEM suggests that groups form during their first meeting where roles and behavior is defined. This phase remains in place until the half-way point of the project. At this time, phase II occurs, noting a shift from phase one behaviors to that of new, more motivated and driven behaviors geared to project completion. According to Gray & Larson (2014), the midpoint works as an alarm and no formal project plan was necessary, but simply good project management and established deadlines and milestones to determine transitional group …show more content…
Most of the EAs have worked together for years, but as a new employee, it took a number of individual and group interacts before I was welcomed as a team member. At first, I simply listened during group meetings and did not contribute my ideas or voice my opinion; forming. Once I performed some tasks and showed the group that I was trustworthy and was able to carry out an assignment as instructed did my value in the group become apparent; norming. I had established my position and was able to make my ideas known; storming. Soon we were performing together as a team and brought the project to a successful conclusion; performing and adjourning. My personal team development experience, therefore, aligns closely to that of the FSD rather than the PEM. However, one must consider that in this scenario, I was a new team member joining a well-established team. Therefore, the team development outcome may be different had we all been new project team