how to generate and scan barcode in asp net using c# 9: Project Human Resource Management in Software

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identity, promoting trust and confidence, and fostering frequent open communications The single most important step above communications is to establish strong leadership skills
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The true measure of success on a project is when team members come to you (the PM) at the end of the project and say they enjoyed working with you and offer to work with you on future projects When they have trust and confidence in you as a project leader, you have a good solid team relationship
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One of the most important skills in developing a team is how to handle project team problems Problems, issues, and conflicts are a reality and need to be handled in different ways, depending on when they occur and the stakeholders involved Problems tend to surface at different times and to varying degrees of impact on the team In some cases conflicts are normal when building teams, so it is important for the project manager to be aware of the five stages of team development A number of theorists have conducted extensive research on the topic of team development However, one that tends to stand out is Dr Bruce Tuckman and his five stages of team development: Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965 He added a fifth stage, Adjourning, in the 1970s [ ] Tuckman s model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style Beginning with a directing style, moving through coaching, then participating, finishing, delegating, and almost detached [ ] This progression of team behavior and leadership style can be seen clearly in the Tannenbaum and Schmidt Continuum the authority and freedom extended by the leader to the team increases while the control of the leader reduces [3] Let s take a closer look at Dr Tuckman s five stages of team development
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Stage 1: Forming High dependence on the project leader for guidance and direction; individual roles and responsibilities are unclear The project leader must be prepared to answer lots of questions about the team s purpose, objectives, and external relationships Processes are often ignored Members test tolerance of the system and the team leader Stage 2: Storming Decisions don t come easily within groups Team members vie for position as they attempt to establish themselves in relation to other team members and the leader There may be power struggles The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues Compromises may be required to enable progress Conflict among the team members is not uncommon in this stage
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Stage 3: Norming Roles and responsibilities are clear and accepted Big decisions are made by group agreement Smaller decisions may be delegated to individuals or small teams within the group Commitment and unity is strong The team may engage in fun and social activities The team discusses and develops its processes and working style There is general respect for the leader, and some leadership is shared by the team The project leader facilitates and enables the team Stage 4: Performing The team is more strategically aware; the team knows clearly what it is doing and why The team members have a shared vision and are able to stand on their own feet with no interference or participation from the leader Disagreements occur but now they are resolved within the team positively Necessary changes to processes and structure are made by the team The team is able to work toward achieving the goal of the project and the members look after each other Stage 5: Adjourning (Added in 1975) Adjourning, also referred to as the Deforming and Mourning stage, is very relevant to the people in the group and their well-being Adjourning is the break-up of the group (hopefully when the project is completed successfully) Team members prepare to move on to new projects and may feel a sense of insecurity or threat from this change
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Skills Needed to Manage Project Teams (Including Virtual Teams)
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Because the number-one asset on a project is the team and because the team is made up of people, it is worth investing in understanding and developing people management skills The following is from the article Key People Skills for Virtual Project Managers, written by Dr Ginger Levin and Dr Parviz Rad: Effective and successful project managers and leaders must be extremely people oriented They need to create an environment that is conducive to innovation, productivity, and high performance by using their human skills, along with their technical skills in areas such as scheduling, procurement, cost estimating and budgeting, monitoring and controlling, and risk management Accordingly, they must maintain their technical and functional skills at the highest possible level, while enhancing their softer skills to meet the challenges of today and tomorrow [4] Social skills take on greater importance with virtual teams, and PMs need to facilitate and encourage successful interaction It represents a dramatic change in how we work on
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