Technical PM-competences (Fach) / 1.07 Teamwork (Lektion)

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• Summary Team-dynamic processes strongly influence the performance of the team; however, they are not easy to manage. The team phase model according to Tuckmann describes the phases of the team development: forming, storming, norming, performing and adjourning. The project manager plays a crucial role. The role model according to Belbin describes nine positions within a team that should ideally be assigned, in order to deliver high performance. One person usually can own several roles. A well-function team is the prerequisite for successful projects. The project manager must manage the negative effects of teamwork well. Those issues could be social loafing, or groupthink.
• Group A group is a social system which is defined by a diffused relationship between members, as well as its permanent state.
• Team Individuals which, for a set period of time, interact directly and socially with each other and pursue a common objective A team can be recoginzed by: Autonomy - degree of freedom in a group Participation - participation of team members e.g. regarding target identification Cohesion - group solidarity
• Virtual Team Is sperated geographically The PM steers the team by building and preserving trust organisation of meet-ups making progress and success transparent and celebrating it holding the team together (cohesion)
• Points to consider when forming a team After reaching a certain size, teams are said to become unmanageable (> 20 team members) When assembling a team, personality and knowledge needs to be considered Homogenous teams are generally easier to manage, but in the long run do not offer the same potential for success as the heterogenous team.
• Team building basics to consider in the starting phase A positive project culture Latent conflicts are out in the open and can be discussed The team memebers identify with the task or project The team memebers are familiar with the project objectives and accept them
• Team diagnosis during the run-time of the project Gain general information about the state of the team Define meassures for improvement Provide the basis for the planning of the team development process Benchmark the team with other teams
• The team phase model according to Tuckmann The team phase model according to Tuckmann describes the phases of the team development: forming, storming, norming, performing and adjourning. The project manager plays a crucial role. Teams with a relatively long life span
• The role model according to Belbin Teams with a limited life span The role model according to Belbin describes nine positions within a team that should ideally be assigned, in order to deliver high performance. One person usually can own several roles: Coordinator (good leader, decision maker, good delegater) Shaper (dynamic, has drive and courage to overcome problems) Planter (creative, imaginative, good-problem solving abilties) Resource investigator (finds new options, develops contacts etc.) Team worker (cooperative, diplomatic etc.) Monitor evaluator (critical, weights up pros and cons) Implementer (puts ideas into actions) Completer (finds errors and negligence, sticks to schedules and deadlines) Specialist (proud of expert status, applies and enforces standards)
• Characteristics of a Project Manager communicative, team-oriented risk-conscious, uses opportunities interface between client and project team active management of finacial means maintains overrview over events within the project motivator, booster entrepreneural mindest focused on key objectives, objective-oriented problem-solving mindest and acting 
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• Social Loafing Social laziness of individuals
• Group thinking and risk shift In Group thinking the group tries to prevent conflicts from emerging at all or to minize them Risk shift means that concerns are not articulated in order to not disturb the positive group atmosphere The combination of both can be quite risky

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