Levitt Team Planning for Project Managers and Business Analysts

Erscheinungsjahr 2013
ISBN: 978-1-4398-5544-7
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 225 Seiten

Reihe: ESI International Project Management Series

Supplying busy project professionals with time-tested tips and templates for developing teams efficiently and effectively, Team Planning for Project Managers and Business Analysts provides the planning materials required to increase team collaboration and productivity in a global workplace.

This comprehensive resource offers insights and access to critical resources and tools to create, propose, execute, and evaluate team development plans. Dr. Levitt's insights will enable readers to transform their visions, mission statements, goals, and deliverables into actionable plans for their teams.

Team Planning for Project Managers and Business Analysts evaluates the strengths and performance gaps in each of the five stages of team development—forming, storming, norming, performing, and adjourning—and outlines methods for creating a team development plan and addressing the challenge of gaining upper management commitment.

With a focus on succession planning for the team, Dr. Levitt considers team brain capacity and how to plan for the transfer of knowledge within the organization. In addition to the many templates and guidelines included, the book offers a variety of practical team development guidelines to ensure that team activities, including kick-off meetings and project status reviews, are both engaging and productive.

Zielgruppe

Project managers and IT managers.

Autoren/Hrsg.

Levitt, Gail

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement

Inhaltsverzeichnis

Team Planning in a Project Environment
The Stereotype of Team Planning
The Truth about Team Planning
Visionary
Methodical
Observant
IQ—Intellectual Ability
EQ—Emotional Ability
Team Planning Skills
Summary: Key Ideas

Evaluating the Team
Team Life Cycle
The Five Team Stages: Task and Relationship Focus
Observing Team Strengths and Gaps
Observing Teams in Conflict
Conflict Levels and the Team Stages
Forming Teams: Hidden and Emerging Conflict
Storming Teams: Emerging and Active Conflict
Norming Teams: Active Conflict and Aftermath
Performing and Adjourning Teams: All Four Levels
Identifying Team Stages: Art and Science
The STARS® Method
STARS®
Summary: Key Ideas
Team Life Cycle
Team Stages
STARS® Method

Creating a Team Development Plan
Protecting Your Project Assets
The Team Development Plan: What Is It?
Team Development Plan Components
Team Vision
Determining the Team Mission
Setting Team Goals
Identifying Team Deliverables
Team "SWOT" Analysis
Performance Indicators
Team Performance Action Plan
Summary: Key Ideas
Team Development Plan

Getting Buy-In for the Team Development Plan
"Selling" the Team Development Plan: Challenges and Opportunities
External Obstacles
Internal Obstacles
Gaining Buy-In and Commitment: The Process
Tips for Influencing Upward
Tips for Influencing Team Members
Influencing Team Members: Communication Guidelines
Providing Continuous Reinforcement
Modeling the Plan
Summary: Key Ideas
The Concept of "Selling" the Team Development Plan
Influencing Successfully
Modeling the Team Development Plan

Influencing Multigenerational Team Members
Teamwork: A Multigenerational Concept
Multigenerational Characteristics
Matures
Cultural Experiences
Work Values
Work Strengths
Baby Boomers
Cultural Experiences
Work Values
Work Strengths
Generation Xers
Cultural Experiences
Work Values
Work Strengths
New Millennials
Cultural Experiences
Work Values
Work Strengths
Team Leadership Preferences
Tips for Engaging Each Generation
Engaging Matures
Engaging Baby Boomers
Engaging Generation Xers
Engaging New Millennials
Generational Alliances and Conflicts
Multigenerational Alliances
Multigenerational Conflicts
Building Multigenerational Collaboration
Summary: Key Ideas
The Generations
Team Leadership Preferences
Building Multigenerational Collaboration
Multigenerational Leadership Essentials

Facilitating Team Development at Meetings
Facilitation Power
Facilitating as a Process
Leading versus Facilitating Meetings
Creating Ground Rules
Sample Ground Rules
Enforcing Ground Rules
Facilitator Competencies
Managing Expectations
Appealing to Styles
The Four D’s
Discussing:
Debating:
Deciding:
Debriefing:
Questioning and Listening
Open Questions
Closed Questions
Clarifying Questions
Keeping Others Focused
Transitions
Internal Previews
Internal Summaries
Signposts
Building Collaboration
Managing Resistance and Conflict
Guidelines for Managing Conflict Responses
Summary: Key Ideas
Facilitating at Meetings: An Essential Team
Development Skill

Team Succession Planning
Evaluating the Team "Brain" of Knowledge
Team "Brain Drain"
Guidelines for Team Knowledge Transfer
To Do:

To Avoid:

Knowledge Transfer Methods
Creating a Team Succession Plan
Team Succession Plan Components
Summary: Key Ideas
The Team "Brain" of Knowledge
Knowledge Transfer Guidelines
Knowledge Transfer Methods
Creating a Team Succession Plan

Leading Team Transformation
Transforming Teams at a Project Level
Leading Transformation: What Is Required?
Supporting the Vision
Communicating the Team Vision
Focusing Teams on the Vision
Benefits of a Transformational Team
Drawbacks for Teams Undergoing Transformation
Team Skills Needed for Transformation
Leading Team Transformation: Best Practices
Why Teams Lose Their Transformative Powers
Summary: Key Ideas
Transforming Teams: Best Practices

The Future of Teams
The Necessity for Team Development Planning
From "Soft" to "Essential"
Changes in Project Team Membership
Trends for PMs and BAs
From Project Specialists to Business Generalists
From Office to Home
From Left Brain to Whole Brain
Becoming More Entrepreneurial
Becoming Relationship Managers
Coaching Peers
Managing Upward
Demonstrating Career Resiliency
Summary: Key Ideas
The Future of Team Development Planning

Appendix
PM and BA Team Planning Competency Assessment
Observing Team Behaviors: Checklist
Team Conflict Observation Guide
Identifying Team Stages Using STARS®
Team Development Plan Template
Team Performance Action Planner
Selling the Team Development Plan: Influencing Conversation Template
Communicating the Team Development Plan: Checklist
Modeling the Team Development Plan
Leading Multiple Generations on Teams: Comparison Chart
Building a Stronger Multigenerational Team: Checklist
Facilitating Team Development at Meetings
The 4D’s Planning Template
Building Team Collaboration Checklist
Team Meeting Facilitation Best Practices Checklist
Team Stages and Activity Goals
Team Competency Needs
Evaluating the Team "Brain" of Knowledge: Checklist
Team Transformation Guidelines
Team Transformation Skill Development Planner
Team Succession Planning Template
Preparing for the Future: Team Development
Checklist

Selected Bibliography
Index

Über Autor(innen)

Gail Levitt, Ph.D., is a knowledgeable leadership strategist, facilitator, and coach dedicated to developing global leaders and their teams to perform more efficiently and effectively. She provides a unique perspective as a former marketing administrator, business development strategist, product manager, project team leader, and corporate consultant.

Levitt is president of Levitt Communications Inc., a corporate service organization offering courseware, templates and tools, training, and consulting in leadership communications, especially related to team problem solving, conflict management, collaboration, and influence. Previously, she worked for twenty years for leading organizations in publishing, packaged goods, computers, education, and government, resulting in extensive expertise in leadership and team development pitfalls and best practices. She has spoken extensively at conferences on project management, business analysis, customer service, and team development and has written articles on team leadership issues for professional publications. The recipient of numerous awards for poetry, she has also presented academic papers at the International Conference on the State of Mark Twain Studies at Elmira College for three consecutive years.

Gail Levitt holds a doctorate in cultural studies from the University of Exeter in England. She also earned a master’s degree with high honors in English from the University of Illinois in Urbana-Champagne, and a bachelor’s degree in English from Hobart-William Smith College in Geneva, New York, graduating summa cum laude.