This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI. Panama, March 09, 2010

How can we speed-up?Development of High Performance Teams by Peter Pfeiffer (04/2010)

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Content

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Why do we talk about teams?

• Team• Teamwork• Importance of teamwork• Team development

743.000.00028.700.000

3.360.0002.000.000

Google search of key terms results in high number of hits:

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Sometimes you have anexceptional individualtalent, but you need ateam behind it to be

successful.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Sometimes you have agroup of exceptional

individual talents, butonly as a team they can

be successful.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Sometimes you havecutting-edge technology,but without an excellent

team it could not besuccessful.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

… if changing a tire takes 5seconds longer than it should,

integrate,

don’t match,it can easily cost the victory.

or if the super stars fail to

or if technology and people

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

… but what makes a groupof people a team?

… are all teams the same?and:

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Types of Teams

Source: Marie Kane (2001) Distinguishing teams from Work Groups

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

• No significant incremental performance need or opportunity that would require it to become a team.

• The members interact primarily to share information, best practices, or perspectives and to make decisions to help each individual perform within his or her area of responsibility.

• There is no call for either a team approach or a mutual accountability requirement.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

• Group for which there could be a significant incremental performance need or opportunity, but it has not focused on collective performance.

• No interest in shaping a common purpose or set of performance goals. Pseudo-teams are the weakest of all groups in terms of performance impact.

• They almost always contribute less to company performance needs than working groups because their interactions detract from each member's individual performance without delivering any joint benefits.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

• There is a significant, incremental performance need, and it really is trying to improve its performance impact. Typically it requires more clarity about purpose, goals, or work products and more discipline in hammering out a common working approach.

• It has not yet established collective accountability. Potential teams abound in organizations.

• The steepest performance gain comes between a potential team and a real team.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

• This is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable.

• Real teams are a basic unit of performance. • The possible performance impact for the real

team is significantly higher than the working group.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

• Group that meets all the conditions of real teams and has members who are also deeply committed to one another's personal growth and success.

• That commitment usually transcends the team.

• The high performance team significantly outperforms all other like teams, and outperforms all reasonable expectations given its membership.

• It is a powerful possibility and an excellent model for all real and potential teams.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

8. We outperform other like teams and outperform performance expectations

7. Members are committed to one another's personal growth and success

6. There is mutual accountability

5. There is true interdependency

4. There is agreement on working approach

3. There is consensus on objectives

2. There is joint commitment to a common mission

1. There is a significant, incremental performance need or opportunity

You can assess you team, using the following items

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

How can we build anddevelop a team?

Which elements should beobserved?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

The Team Development WheelNo hidden agendas; no

getting along at the expense of honest

confrontation

Shared vision, goals and values;

Fine-tune between organization and

team.

Openness for new ideas; Thinking

“out-of-the-box”.

Accountability; responsibility; Fighting

for the “cause”.

“Walk the talk”;Steering and decision taking.

Knowledge, skills, capacities and attitudes.

Acknowledgement of competencies; Celebration of success.

Individual learning; sharing of experiences; caring for the peers. L

earnin

g,

sharin

g,

caring O

pen

Com

mun

icat

ion

Alignment

Creativity & innovation

Ow

nersh

ipOrg

aniz

atio

n &

coor

dina

tion

Accomplishment

Competencies

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

The Team Development Wheel

Learn

ing

,

sharin

g,

caring O

pen

Com

mun

icat

ion

Alignment

Creativity & innovation

Ow

nersh

ipOrg

aniz

atio

n &

coor

dina

tion

Accomplishment

Competencies

Facilitation

Facilitating communication and relationship building.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

CommunicationCommunication

A process in which information is exchanged between individuals through a common system of symbols, signs or behaviors.

The combination of the symbols, signs and behaviors is called “message”.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Did you understand what I meant to say?Did you understand what I meant to say?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

MessageMessage

Sender Receiver

FeedbackFeedback

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Attention: Mimics, gestures, posture, voice

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Levels of Social Behavior Love

Joy

Sadness

Hate

Sympathy

Affection

Hope

Status

Ambition

Desires

Values

Fear

Shame

Insecurity

Mistrust

Rejection

Antipathy

Hidden rules

Taboos

Anxiety

Resources

Theories

Deadlines

Materials

Hierarchy Tasks

Rules and norms

Proceedings

Objective Information

Technical level

Psycho-social level

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

How can we build anddevelop a team?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Why use a Team Charter?

• Create shared vision, mission, goals and values;• Define roles and responsibilities;• Strengthen inter-personal relationships;• Learn and share for continuous performance

improvement – as a team and as an individual.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Vision Mission / Purpose Team responsibilities Team Members –

Roles - Responsibilities Values Goals

Deliverables Schedule Meetings Decision making Sustainable

performance Communication

Some essential elements of a Team Charter

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Can any team become aHPT?

Does every team need tohave high performance?

and …

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Bringing out the best of / in peopleSkills, confidence, morale, motivation

Driven to improveWork processes, organizational performance, personal performance

Preparing for the futureCreativity, innovation, learning from the past

Doing more than is minimally expectedGoing beyond, stretching, move limits

What is High-Performance?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Are all teams of thesame nature?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

If we distinguish between face toface teams and virtual teams …

… or between professional teamsand volunteer teams …

could we expect the sameperformance?

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Professional Team x Volunteer Team

LowerProductivityHigher

Less rigorousAccountabilityMore rigorous

Personal growthDevelopmentProfessional career

Rather availabilityMember selection criteria

Professional qualification

intangibleRewardTangible

Part timeEngagementFull time

The comparisons in this slide and in the following are not conclusive and indicate only tendencies.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Face to face Team x Virtual Team

LowerProductivityHigher

Less rigorousAccountabilityMore rigorous

Less costly; tend to be less frequentMeetingsCostly; tend to occur

more often

Lower potentialConflictsHigher potential

Less personal and distantRelationshipMore personal and

closer

New technologies can be obstacle

Communication Technology

More common means are used

Indirect, some aspects are suppressed

CommunicationDirect, personal

and with all dimensions

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

bringing out the best of people,

driving to improve,

preparing for the future, and

doing more than is minimally expected,

your team is on its best way to perform highly, not necessarily because of its objective outputs, but because being part of such a team is highly rewarding.

If your team is striving for …

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Some parts of the presentation were inspired or based on the following resources:

Marie Kane (2001): Distinguishing Teams from Work Groups Is Critical. http://www.leader-values.com/Content/detail.asp?ContentDetailID=76

Unknown author: Team-Based Approach to High-Performance and Continuous Improvement (http://teaching.fec.anu.edu.au).

Canada’s Healthy Workplace Week (2006): Team Charter template. (www.p3leadership.ca)