Coherently help me make a note i can read without missing any possible test question information/answer using this my professor's note below.

PM Background What we spoke about earlier - the skills needed to manage projects... PMI - Project Mgmt Institute pmi.org PMBOK - project mgmt. body of knowledge (dictionary) Credentials - CAPM, PMP APM - England 8 Building a Team There are no 'rules' for how to build an effective team - even for the definition of what effective is. What is important to the successful execution of a project: the creation and maintenance of a highperformance team. What should a project manager do to ensure that the team they are working with continues to develop and is able to push past challenges throughout the course of the project. 9 Building a Team You are dealing with the people who make up the team and their internal characteristics and how they interact with each other. For teams to be effective, the people comprising them must be able to work together to contribute collectively to team outcomes. Team norms and expectations are set out. (does anyone have examples of norms that they have seen in their working lives?) 10 Building a Team Teams generally go through a cycle of development as they work together. The stages start when the team first gets together and progress until the project ends. The first four stages of team development were identified and categorized by psychologist Bruce Tuckman in the 1960s (Tuckman, 1965), while a fifth stage was added later as the model was developed further. Tuckman believed that a team must progress through these stages in order to get to a point where it can effectively "work as one."

Building a Team Stage 1: Forming Tuckman labels the first as Forming: team members are introduced to each other and begin working on the project. This often takes place in the context of a project "kickoff meeting," where team members learn about each other and the project manager provides the necessary information about the projecte.g., its goals, objectives, deliverables, and other key elements that make clear to the team what the project's purpose is. 13 Building a Team Stage 1: Forming At this stage, team members are generally positive and polite with each other, but they may also be anxious about their roles and where they fit in to the overall "big picture." The project manager thus plays an important role at this point by providing clarity and structure and thereby ensuring that the kickoff meeting informs all members of the team of what the subsequent processes will look like. 14 Building a Team Stage 1: Forming We can map the various styles on to the stages of team development in terms of which should be used by the project manager. In the case of the Forming stage, the project manager must vigorously take the lead by providing high direction and low support High direction involves providing the team with strong leadership to ensure that project goals are clearly understood and that roles and responsibilities are rigorously defined. 15 Building a Team Stage 1: Forming There is low support at this stage, as the team members are primarily receiving instructions and listening to the project managerin this sense, it is more of a one way "push" of information from the PM to the team. While this first stage is critical to the ultimate success of the team, it is often rushed or done poorly. In such cases, the next stage, Storming, can have one of two outcomes: 1) the team nevertheless gets through it fairly quickly; or 2) the team remains in this stage for a long period of time and minimal work accomplishment in other words, the team becomes dysfunctional, thereby threatening the success of the entire project right from the outset. 16 Building a Team Stage 2: Storming The Storming stage is where intra-group conflict begins to surface. Frustration with the project manager, resistance to the dynamics of the group, and power struggles among team members often emerge here. These types of inter-group conflict typically result from a lack of clarity around project goals and roles and responsibilities. 17 Building a Team Stage 2: Storming At this stage, the role of the project manager is to provide further direction as requirede.g., additional role and task clarity, ensuring team members fully understand project goals, etc. This may involve spending a lot of time supporting team members by individually guiding and steering them towards team goals and/or dealing proactively with the issues that create intra-group conflict. 18 Building a Team Stage 3: Norming Upon reaching the third, or Norming, stage, the team is starting to move towards a more collaborative and productive work environment, where goal achievement is more aligned and there is a greater sense of mutual support. At this point, team members know their task assignments and work independently as required, but there is also more group cohesion. 19 Building a Team Stage 3: Norming Team members still require feedback and input from the project manager at key points (i.e., support); but they are also very confident in their particular work assignments and understand their roles and responsibilities, meaning they will rarely need to be told what to do (i.e., direction). 20 Building a Team Stage 4: Performing Once a team arrives at the Performing stage, there exists a high degree of autonomy among team members, who are now able to make most of the decisions themselves, work independently as required, and ultimately achieve project goals. 21 Building a Team Stage 4: Performing The PM delegates and oversees the work and only intervenes when necessary, such as to resolve an unexpected or exceptional issue that may arise. However, it is expected that members will, at this stage, work smoothly and productively with each other, and any conflict that does emerge can be dealt with constructively by those involved. Thinking more abstractly, the operation of a team at this stage promotes innovation and individual growth. 22 Building a Team Stage 5: Adjourning In the final Adjourning stage, the project is coming to an end and the team members are moving off into different directions. This stage focuses on the well-being of the team rather than managing a team through the original four stages of team growth. The team leader (most often the project manager) should ensure that there is time for the team to celebrate the success of the project and capture best practices for future use. (Or, if it was not a successful project, to evaluate what happened and capture lessons learned for future projects). 23 Building a Team Stage 5: Adjourning This also provides the team with the opportunity to say goodbye to one another and wish each other luck as they pursue their next endeavour. It is likely that any team that reached Stage 4: Performing will keep in touch beyond this particular project, as they will have become a very close-knit group. There may even be some sadness at the separation of the team as everyone moves on to other projects independently.

Building a Team You are dealing with the people - it's never going to be easy! 26 Building a Team - active listening One of the more critical skills in effective communicationacross all professional and personal contexts, not just in the realm of project managementis active listening. At first glance, this term might sound counterintuitive, since it is easy to think of listening as merely a passive task where we receive and absorb information from someone else who is speaking. To ensure that the communication taking place is as effective as possible, we must think of listening as a processand a very active one! 27 Building a Team - active listening Adopting an active listening approach is important because it helps us mitigate some of the challenges we inevitably face when listening to others. Among the most common of these are: 28 Building a Team - active listening People listen at a much faster rate than people speak. Most people do not listen with the intent to understand (respond); instead, they listen with the intent to reply (react). Filters and barriers to communication Confusion about the subject. Active listening is a complex set of skills that takes practice and patience to master. Some of its components come more naturally to us, while others require much more effort to implement effectively. Perhaps the central aim of honing these skills is to make listening to understandthat is, in such a way that we gain perspective on the other person's point of view our default behavior. 29 Techniques to help us listen better a number of techniques to help us focus 30 Technique Approach Encouragement Showing interest by suspending judgement, such as: "I see ...", "Tell me more ..." "That is interesting..." "I understand ..." Paraphrase Restating what you have heard in your own words, such as: "If I understand, you said ..." or "In other words, you are saying..." Reflecting Describing what you understand the other person's feelings are, such as: "I believe you feel..." Summarizing Providing a condensed version of what the main points of the conversation are, such as: "I think the main points here are..." What active listening technique would you use? What technique, and why? Jaspaul, who is leading the testing phase of the project says: "You software guys never know what is going on and you blame us for your errors. You don't even check to see what the issue is - you just assume it is hardware." 31 What active listening technique would you use? What technique, and why? Regular team meetings rarely start on time. Tom, who is so fed up with sitting around and waiting, says: "Why are we meeting at 8:30 a.m., anyway?" 32 What active listening technique would you use? What technique, and why? Suzanne is putting in hours of extra time to complete a critical deliverable. In frustration, she says to the PM: "No one seems to care, especially you, that I am working hard and not even being recognized for doing so." 33 What active listening technique would you use? What technique, and why? After spending hours tweaking and redesigning an intake form for the Help Desk, Shilpa submits it to her manager for approval. Her Manager hands back the form and says: "It is not approved and nor do I think the content is applicable." Shilpa responds: "I have been doing this job for 15 years and fully understand the requirements. I resent having you tell me now that you do not like the new form and will not approve its redesign.