table 5-2

TABLE 5-2 BARRIERS TO EFFECTIVE TEAM BUILDING AND SUGGESTED HANDLING APPROACHES (Continued) Barrier Suggestions for Effectively Managing Barriers (How to Minimize or Eliminate Barriers) Lack of team member commitment Communication problems Lack of senior management support Try to determine lack of team member commitment early in the life of the project and attempt to change possible negative views toward the project. Often, insecurity is a major reason for the lack of commitment; try to determine why insecurity exits, then work on reducing the team members’ fears. Conflicts with other team members may be another reason for lack of commitment. It is important for the project leader to intervene and mediate the conflict quickly. Finally, if a team member’s professional interests lie elsewhere, the project leader should examine ways to satisfy part of the team member’s interests or consider replacement. The project leader should devote considerable time communicating with individual team members about their needs and concerns. In addition, the leader should provide a vehicle for timely sessions to encourage communications among the individual team contributors. Tools for enhancing communications are status meetings, reviews, schedules, reporting system, and colocation. Similarly, the project leader should establish regular and thorough communications with the client and vent.' management. Emphasis is placed on written and oral communications key issues and agreements in writing.

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TABLE 5-2 BARRIERS TO EFFECTIVE TEAM BUILDING AND SUGGESTED HANDLING APPROACHES (Continued)Barrier Suggestions for Effectively Managing Barriers (How to Minimize or Eliminate Barriers)

Try to determine lack of team member commitment early in the life of the project and attempt to change possible negative views toward the project. Often, insecurity is a major reason for the lack of commitment; try to determine why insecurity exits, then work on reducing the team members fears. Conflicts with other team members may be another reason for lack of commitment. It is important for the project leader to intervene and mediate the conflict quickly. Finally, if a team members professional interests lie elsewhere, the project leader should examine ways to satisfy part of the team members interests or consider replacement.The project leader should devote considerable time communicating with individual team members about their needs and concerns. In addition, the leader should provide a vehicle for timely sessions to encourage communications among the individual team contributors. Tools for enhancing communications are status meetings, reviews, schedules, reporting system, and colocation. Similarly, the project leader should establish regular and thorough communications with the client and vent.' management. Emphasis is placed on written and oral communications key issues and agreements in writing.Senior management support is an absolute necessity for dealing effectively with interface groups and proper resource commitment. Therefore, a major goal for project leaders is to maintain the continued interest and commitment of senior management in their projects. We suggest that senior management become an integral part of project reviews. Equally important, it is critical for senior management to provide the proper environment for the project to function effectively. Here the project leader needs to tell management at the onset of the program what resources are needed. The project manager's relationship with senior management and ability to develop senior management support critically affected by his own credibility and the visibility and priority of his project.Lack of team member commitmentCommunication problemsLack of senior management support

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