Team management and project takeover planNew leader plan for success

Introduction :

The following presentation represents a personal vision, not synchronized

with the corporate company vision.

Taking over the management of an existing team :

Successful transition into the P.M. role in a company where runningprojects exist, requires forethought, prioritizing relationship-buildingand planning.

“Before you are a leader, success is all about growing yourself.

When you become a leader, success is all about growing

others.”

Jack Welck

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Presentation topics :

Get to know the team :

Managers meeting

Meet the entire team

One on one meeting

Understand the projects.

Company overview.

Taking hold of the team and projects.

Vision about performance.

Project calendar.

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3. One on one meetings :2. Meet the entire team :

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Have people share their best and worst team experiences.(curiosity about the team experience).

Tell team members what you know. (Model transparency)

Clarify that you are a team member not an evaluator.

Explain your vision.

Get the existing manager’s perspective.

Understand your manager’s expectations for your team.

Brief look over existing assessments.

New tasks, responsibilities and projects

Listen and learn.

Establishing a personal relationship which is the basis for building trust and credibility

Get to know the team:

1. Managers meeting :

1. Managers meeting :

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Get the manager’s perspective:

Strengths and weaknesses of the team as a whole?

Strengths and weaknesses of individuals?

Current goals?

Obstacles to success?

Key players in other departments/teams?

Advice to you as the new manager?

Understand manager’s expectations for the team:

What does the managers see as working well and not working well for the

team?

What are the challenges?

How does the team interact with each other?

How does the team interact with other functions in the organization?

Brief look over existing assessments:

While this information is valuable, it will not influence own perception and

opinions about team members.

1. Managers meeting :

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Understand manager’s expectations for the PM role :

Expectations in terms of involvement

Deliverables

What kind of culture he should grow

etc.

2. Meet the entire team :

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Have people share their best and worst team experiences.

(curiosity about the team experience). The challenges they have faced and what

concerns they have. By understanding what they have experienced, you develop a

more complete picture of the issues that you and your team will need to address

to move forward.

Tell team members what you know. (Model transparency). Talk about need to know information's from previous meeting and start creating a connection.

Clarify that you are a team member not an evaluator.The days when managers could lead from a position of command and control are over. In today’s high-performing teams, employees must take ownership of their performance and act on their own to improve their capabilities. Managers become coaches, rather than evaluators.

Explain your vision.

3. One on one meetings :

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Mission: Listen and learn. Establishing a personal relationship which is the basis for building trust and

credibility

Discussion topics and questions :

Tell me about yourself? What is your background, work experience, and experience with this team? Tell me about the projects you are currently working on? What do you see as the team’s challenges? Any ideas or suggestions on improvements for the team? What challenges do you face every day? What is most frustrating about your role? What areas of your role, or the organization, do you wish you knew more

about? What skills or additional training would help you work more productively or

effectively? If you were suddenly the team manager, what would your first, second and

third priorities be? What are your longer, intermediate and short-term goals? What support do you want from me as your manager?

4. Understand the projects :

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Pre-Project takeover study:

Understand project objectives

Understand goals

Project sub-phases

Individual and team tasks

Resources

Budget on every project.

Schedule

Meet the stakeholders.

Get to know the projects & company :

5. Company overview:

Strategic reviews

Review cost centers

Concentrate looking for the rising stars in the team.

4. Understand the projects :

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Pre-Project takeover study: Hand over project documentations, read and

understand documentation very well. (Business case documents, Contracts and

Agreements, Project Scope, project plan and stakeholder analysis, procurements

documents, project log and reports).

Understand project objectives and goals : Review and Analysis Performance

reports, Status report, progress report.

Resources and budget on every project. Review and Analysis Financial

documents, payments and Collections and bills and any commitments.

Meet the stakeholders: and figure if there are any pints to focus through take

over project

Prepare a hand over report and this report to include:

List of project documents you got from all parties.

Identify exactly what is done in project.

Clarify if the project behind the schedule budget or scope.

Identify any new risk or potential change request you discover through

take –over project.

5. Company overview:

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Review strategic, financial, marketing, and industry reports.

Review cost centers: P&L, CAPEX, expenses against cost center,

Concentrate looking for the rising stars in the team.

6. Taking hold of the team and projects:

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Period between 30 to 60 days.

Work with customers to define product direction.

Work with team to complete project strategy

Search for features that matter to customers together with the team.

7. Vision about performance :

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Compensation decisions should be based on :

the critical nature of an employee’s skills,

the cost of replacing them,

their value to customers,

and the external labor market.

The team performance is driven bypersonnel skill, attitude, customer empathy- and by their ability to innovate and drivechange by working through teams.

These skills must be built over time, andsuccessful performance management mustbe focused on constantly developing thesecapabilities rather than ranking them at amoment in time.

In today’s high-performing teams,employees must take ownership of theirperformance and act on their own toimprove their capabilities.

Managers become coaches, rather thanevaluators.

A critical feature of the new “coaching anddevelopment” model of performancemanagement is separating feedbackprovided to employees from compensationdecisions.

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Time priority tasks :

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Less words, more workThank you for your attention