Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Team Skills

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand TEAMWORK A Group of People is NOT a Team TEAM A TEAM IS… A group of people with a high degree of mutual support and interdependence geared toward the achievement of a common objective

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand What is the PRIME CAUSE of PROBLEMS in PROJECTS ? PEOPLE !!!

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand PEOPLE -- The PRIME CAUSE of PROBLEMS in PROJECTS DON’T ALWAYS WORK WELL TOGETHER! Go, Build, Live & Work where they should not Fail to Recognize Potential Risks in a Situation Under-estimate the Likelihood of Risks Occurring Under-estimate the Potential Impact if a Risk Event Should Occur Over-estimate the Ability of Technology to Mitigate the Impact

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Effective Team An Effective TEAM is an energetic group of people  They are committed to achieving common objectives.  They feel responsible for the output of their team thus they act together to clear difficulties along the way.  They work together and enjoy doing so.  They produce high quality results despite difficulties.

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Team Source: Pretty et al., Participatory Learning and Action, London IIED 1995

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Myth or Reality What are the realities of group decision- making?

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Definite Reality!

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand The Art of Team Facilitation

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Stages in the Team Building Process Forming Team members try to get to know each other. Members focus on the task at hand. The team develops essential rules for future decisions and actions. Storming Intra-team conflict prevails while established rules are violated Individuals often pursue personal agenda thus frictions within the team increases. Conflict resolution leads to a more realistic setting of objectives, procedures and norms. Norming Tensions are overcome and team cohesion grows. Team members accept each individual’s peculiarity, causing team spirit to emerge. Harmony results Performing Roles become more differentiated and functional as members collectively pursue team objectives. Team’s energy is directed at identified tasks. Maximum productivity is reached; new insights and solutions begin to emerge “Dorming” (PROCESS & TASK): Distractions / Boredom with “routine”; Problems with other Group Members Level of Work Effort declines

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Four Influence Factors in Teamwork people work in teams because together they have the potential to create something they cannot create alone. a team is a complex system. Team systems are not machines and when they stop growing or evolving, they begin to stagnate and die. people also have an innate need to contribute. They want their community to grow and thrive. Without the ability to contribute, people slowly lose touch with their essence and become as artificial as those genetically modified tomatoes teams evolve and their nature cannot be categorized. The best teams manage their own relationships and processes. They have leaders, roles, goals, and measures but they continually re-invent themselves

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand PRE-REQUISITES FOR EFFECTIVE TEAM FUNCTIONING Consensus on Objectives Mutual Agreement on Individual Roles & Responsibilities Respect for Other Team Members Contributions Realistic Work Schedule, Budget & other Resources AUTHORITY AUTHORITY TO DO THE JOB Standard Procedure for day-to-day operation System to Monitor Performance and Adjust to Reflect Needs of any Change in the Situation Mechanism for Maintaining External Support A GOOD TEAM LEADER A GOOD TEAM LEADER

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand TEAM WORK SOMEONE MUST LEAD / FACILITATE  Establish ground rules  Provide direction & continual encouragement  Set priorities  Delegate work  Allocate available resources  Resolve conflicts, and  Provide administrative support to the team

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Team Leadership Exploit Diversity Use Technology Hold Team Together

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Exploit Diversity It deals with how the team should be composed When forming a team, select people with different viewpoints and abilities and make sure team members feel comfortable challenging you. Then your job becomes that of a traffic controller for good ideas, not that of a delegator or even a dictator. Don’t be afraid to choose people for your team who know more than you do.

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Use Technology to Simulate Reality It deals with how the team members use technology to coordinate their efforts. The value of virtual teams derived from members’ ability to be in two places at once. Remaining tightly linked to their local organizations allowed them to keep their teammates’ current on developments there.

Project Management Learning Program 1Mar.23- Apr.3, 2009, Mekong Institute, Khon Kaen, Thailand Hold the Team Together It deals with how team leaders induce a collection of strangers with little in common to function as a mutually supportive group