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This is the property of Project Management Institute and may not bereproduced 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)


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

Content


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Why do we talk about teams?

Team Teamwork Importance of teamwork

Team development

743.000.00028.700.0003.360.000

2.000.000

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


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Sometimes you have anexceptional individual

talent, but you need ateam behind it to be

successful.


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Sometimes you have agroup of exceptional

individual talents, butonly as a team they can

be successful.


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Sometimes you havecutting-edge technology,

but without an excellentteam it could not be

successful.


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

integrate,

dont match,it can easily cost the victory.

or if the super stars fail to

or if technology and people


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but what makes a groupof people a team?

are all teams the same?and:


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Types of Teams

Source: Marie Kane (2001) Distinguishing teams from W ork Groups


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No significant incremental performance needor opportunity that would require it tobecome a team.

The members interact primarily to shareinformation, best practices, or perspectivesand to make decisions to help each individualperform within his or her area ofresponsibility.

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


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Group for which there could be a significantincremental performance need oropportunity, but it has not focused oncollective performance.

No interest in shaping a common purpose orset of performance goals. Pseudo-teams arethe weakest of all groups in terms ofperformance impact.

They almost always contribute less tocompany performance needs than workinggroups because their interactions detractfrom each member's individual performancewithout delivering any joint benefits.


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This is a small number of people withcomplementary skills who are equallycommitted to a common purpose, goals, and

working approach for which they holdthemselves mutually accountable.

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

team is significantly higher than the workinggroup.


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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


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How can we build anddevelop a team?

Which elements should beobserved?


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The Team Development WheelNo hidden agendas; no

getting along at theexpense of honest

confrontation

Shared vision,goals and values;

Fine-tune betweenorganization and

team.

Openness for newideas; Thinking

out-of-the-box.

Accountability;responsibility; Fighting

for the cause.

Walk the talk;Steering anddecision taking.

Knowledge,skills, capacitiesand attitudes.

Acknowledgementof competencies;Celebration ofsuccess.

Individual learning; sharing ofexperiences; caring for the

peers. L e a r n i n g ,

s h a r i n

g ,

c a r i n g O

p e n

C o m m u n i c

a t i o

n

A l i g n

m e n t

C r e a t i v i t y & i n n o v a t i o n

O w n

e r s h i p

O r g

a n i z

a t i o

n &

c o o r d i n a t

i o n

A c c o m p l i s h m e n t

C o m p e t e

n c i e s


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The Team Development Wheel

L e a r n i n g ,

s h a r i n

g ,

c a r i n g

O p e

n

C o m

m u n i c

a t i o n

Alig n m e n t

C r e a t i v i t y & i n n o v a t i o n

O w n

e r s h i p

O r g

a n i z

a t i o

n &

c o o r d i n a t

i o n

A c c o m p l i s h m e n t

C o m p e t e

n c i e s

Facilitation

Facilitatingcommunication andrelationship building.


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CommunicationCommunication

A process in which information is exchanged betweenindividuals through a common system of symbols, signs orbehaviors.

The combination of the symbols, signs and behaviors is calledmessage .


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


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MessageMessage

Sender Receiver

Feedback Feedback


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Attention: Mimics, gestures, posture, voice


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Levels of SocialBehavior 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


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How can we build anddevelop a team?


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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.


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Vision Mission / Purpose Team responsibilities Team Members Roles - Responsibilities

Values Goals

Deliverables Schedule Meetings Decision making Sustainableperformance

Communication

Some essential elements of a Team Charter


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Can any team become aHPT?

Does every team need tohave high performance?

and


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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?


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Are all teams of thesame nature?


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Professional Team x Volunteer Team

LowerProductivityHigher

Less rigorousAccountabilityMore rigorous

Personal growthDevelopmentProfessional career

Rather availabilityMember selection

criteriaProfessionalqualification

intangibleRewardTangible

Part timeEngagementFull time

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


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Face to face Team x Virtual Team

LowerProductivityHigher

Less rigorousAccountabilityMore rigorous

Less costly; tend to

be less frequentMeetings

Costly; tend to occur

more often

Lower potentialConflictsHigher potential

Less personal anddistant

RelationshipMore personal and

closer

New technologiescan be obstacle

CommunicationTechnology

More commonmeans are used

Indirect, someaspects aresuppressed

CommunicationDirect, personal

and with alldimensions


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bringing out the best of people,

driving to improve,

preparing for the future, anddoing more than is minimally expected,

your team is on its best way to perform

highly, not necessarily because of its objectiveoutputs, but because being part of such ateam is highly rewarding.

If your team is striving for


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