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A Makeover for the Team You Have
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When we have some, or all, of our team assigned to us, that is called an imposed team. This is not a bad situation; it is simply a reality, given organizational work rules or project cost constraints. Whether we put the team together ourselves, or we work with a team we are given, our job as a project manager is straightforward: focus the team on the job, solve problems without blame by nding gaps and resolving them; and get roadblocks out of the way so the team can progress the goal. We focus the team on the job by assigning tasks out of the WBS or the project schedule. We can do this inside a project management software tool, or using a paper system called a responsibility/activity matrix. Simply put, each task is given to a team member, and that team member is responsible for delivering the result on time with quality. In larger projects, we may also
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CHAPTER 12 Managing Your Team
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want to set up teams within the project, with team leaders coordinating the work of three to ve people and helping us track work status.
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Gap Analysis for Team Management
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Problems will come up. Our main job is to see them coming. The sooner we see a potential problem, the less e ort it will take to get back on course. It is just like making a wrong turn while driving. If we have good maps and know we are coming to a complicated intersection, we slow down, make the right choice, and lose only a little time. If we miss that, then we try to catch the fact that we are on the wrong road quickly, and plot a new course. We only get into real trouble if we ignore or are oblivious to a problem and keep driving down the wrong road for hours. That need to catch problems early is what makes the weekly status meeting with accurate status reports so essential. As project managers, we turn status reports where we are today into performance reports and forecasts. Project performance reports show how far we have come, and forecasts show how we are doing in relation to the project plan and goal of delivering a quality result on time and under budget. When a deliverable is delayed, or of poor quality, or costs more to produce than expected, we evaluate why that happened. When we understand why it happened, we look at it as one of these situations:  A one-time event. For example, a team member was out sick. The team works to catch up, and no more action is needed.  A problem that might, or will, happen again. For example, a piece of equipment or a software programming language is proving unreliable. Or perhaps a team member does not have the skill for assigned work. We perform a gap analysis and look for solutions.  A weakness in the project plan. We discover that the WBS does not have enough detail, or that time or cost estimates were too optimistic. We review the plan and make adjustments, instituting project change, and escalating if necessary. None of these is a disaster if we are aware of it early. When we see a possible problem, we can watch it, make the team aware of it, and decide when and how to intervene.
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PART THREE Skills and Tools
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KEY POINT
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The More Problems, the Better
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When a major US automobile manufacturer decided to take a radically new approach to project management, things looked bad at rst. Instead of a few dozen technical problems, the planning team was reporting hundreds of them. One executive wanted to call a halt, but, instead, chose to wait it out. In the long run, he was glad he did. The new project management method, a teamwork approach called concurrent project management, was designed to nd problems early. Later studies showed that there were no more problems than usual with the new Dodge/Plymouth Neon; it was just that the team found, and resolved, problems sooner. The result: a highly successful new car made it to market in 18 months, instead of the usual 5 years. The lesson: Problems we see are not problems, they are challenges. The problems we do not see are the ones to worry about.
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