LESSON 2

START THE
PROJECT

• Form the Team

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Form the Team
TOPIC B

2
Create a
Collaborative
Team Culture
Project manager:
• Builds team agreements, structures and processes that
support a culture that enables individuals to work together
and benefit from interactions
(Optional) • Tailors a resource management plan
How do you think a
collaborative team
culture can be created in
a hybrid approach? Give
some examples!
• The team assembles and self-organizes to support project
requirements.

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Project Team
Formation
Video

Tuckman’s
Ladder of Team
Development
Dr. Bruce Tuckman

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4
Project Team
Formation
Key Concepts

Self-organizing team: A cross-functional team in which people fluidly

assume leadership as needed to achieve the team’s objectives.

Servant leadership: The practice of leading the team by focusing on

understanding and addressing the needs and development of team
members in order to enable the highest possible team performance.

These concepts can be applied in any kind of project team.

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Project
Manager Role
in Adaptive
Leadership and management models:
Teams
• Centralized: All team members practice leadership activities and
accountability is usually assigned to one individual, such as the project
manager or similar role (team lead).

• Distributed: One project team member (may shift) serves as facilitator

to enable communication, collaboration and engagement on accountable
tasks.

If a team is self-organizing, is a project manager needed?

• If not, which of these models works best?
• If yes, what does that role look like?

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Hybrid Team Formation
Example
Centralized coordination by a project
manager or team lead and self-organized
project teams for portions of the work

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Project Team
Composition

• Refers to team’s makeup and how team members are brought together
• Varies based on organizational culture, location and scope
• Can be full-time or part-time members
• Includes varied knowledge and expertise — i.e., generalists and
specialists

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Project Team Roles

• Project management staff

• Project work staff
• Supporting experts
• Business partners

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Identify
Project
Resource
Requirements Provision team members, external contractors and suppliers and physical
and intangible assets:
Guidelines
• Ensure relevant skill sets
• Avoid single points of failure — e.g., a single resource has a required
skill
• Create cross-functional teams
• Use generalizing specialists to support other areas of the project
• Use T-shaped people whenever possible
• Ensure appropriate physical resources and other requirements — e.g.,
equipment and access rights

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T-Shaped People and
Self-Organizing Teams

• Provide individual value and versatility

on project teams T T
• Lend flexibility to organizations
• Help avoid key resource shortages or
T
work stoppages due to availability
• Train and coach team members to
become T-shaped, combining breadth
and depth of knowledge

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Diversity, Equity and
Inclusion Standards

• Teams are global and diverse in culture,

gender, physical ability, language and
many other factors.
• The project environment optimizes the
team’s diversity and builds a climate of
mutual trust.

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Experts and Expert
Judgment

People from other areas of the organization

• Consultants
• Stakeholders
• Professional and technical associations
• Historical data
• Project manager

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Focus on Team Strengths

• Organize around team strengths

• Be aware of weaknesses
• Identify threats to team success and
opportunities to improve team
performance

SWOT analysis

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Team Norms

• Together, establish expected team behaviors at the beginning of the

project
• Enable teams to handle challenges later
• Include guidelines and techniques for:
• Meetings
• Communications
• Conflict management
• Shared values
• Decision-making

• Align team values with the PMI Code of Ethics and Professional Conduct

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PMI®
Code of Ethics
RESPONSIBILITY
and Professional Conduct

Can you remember the four values

RESPECT FAI R N E S S
that drive ethical conduct for the
project management profession?

HONESTY

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Team Charter*
and Ground
Rules* • A document – electronic or paper, or a poster of the ground rules
• Created together with the team
• Includes:
• Shared values
• Behavior guidelines
• Guidelines for communications and use of tools
• Decision-making guidelines
• Performance expectations
• Conflict-resolution measures
• Meeting time, frequency, and channel
• Other team agreements — e.g., shared hours, improvement
activities

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Team Charter Example

GROUND RULES

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Team
Communication
• Effective communication • Include communication
includes: expectations and details in the
team charter
o Verbal
• Organize communications:
o Written
o Facilitate team and
o Behavioral
stakeholder collaboration
o Physical (notice boards) Manage expectations
o Virtual o Check regularly to make sure
it’s working!
o Plan and use retrospectives
to discuss communications
improvements

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Colocated,
Virtual or
Virtual Team* Colocated Team*
Both?
• “Normal” in most workplaces • Interaction is easy
• Create opportunities for the • Better bonding is facilitated
organization:
• Use of physical tools,
What kind of team are • Better skills at lower costs collaboration and boards
you on? possible
• Avoids relocation
expenses
• Work/life balance
• Rely on communication
technology
• May have bonding challenges

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Virtual Team Challenges

• Individual performance tracking

• Diversity - language, technological skill
• Solo working prohibits bonding

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Running Virtual Teams

• Check in with people individually as

often as possible
• Conduct positive network-building
activities

What are your tips for creating a

positive virtual team experience?

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Virtual Team
Communication
Technology

• Plan team communication and

collaboration methods
• Consider working hours, geographical
dispersion and security requirements
• Use appropriate tools:
• Task boards
• Messaging and chat
• Calendars
• Document storage
• Knowledge repositories
• Videoconferencing

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Address Virtual Team
Member Needs

Facilitate and ensure collaboration as a

priority

Address the basic needs of a virtual team,

including:
• Cohesion
• Shared goals
• Clear purpose
• Clarity on roles and expectations

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ECO Coverage

1.4 Empower team members and stakeholders

• Organize around team strengths (1.4.1)
2.16 Ensure knowledge transfer for project
continuity
• Discuss project responsibilities within team
(2.16.1)
• Outline expectations for working environment
(2.16.2)
1.11 Engage and support virtual teams
• Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
(1.11.1)
• Investigate alternatives (e.g., communication
tools, colocation) for virtual team member
engagement (1.11.2)

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