Effective Project Teams

Teams are dynamic and always changing.  Teams work when the individual team members unite around a common goal and have a vested interest in each others successes.  Once team members begin to bicker and fight amongst themselves, the team begins to lose its effectiveness and the reputations of the each of the team members can suffer.

Once teams lose that "all for one and one for all" dynamic the whole team loses.  Win-lose relationships on teams are never an option.  There are only two options when working with another person on your team.  You either both win or you both lose.  The team leader and team members must openly discuss issues that hinder the team from performing at their highest level and work through the issues quickly.  Lingering problems between team members can only fester and worsen, which drags down the effectiveness of the whole team.

EMOTIONAL OUTBURST - team members that display a pattern of destructive or caustic behavior to others (inside or outside of the team) should be removed from the team immediately.

Remember, when working through team dysfunction, compromise doesn't satisfy anybody and doesn't solve problems.  Collaboration is key to working through team issues and getting team performance working at a high level.  Compromise and capitulation are flawed strategies for working through problems as they don't support a win-win outcome.

In closing, keep in mind that poor listeners are not good collaborators.  In order to be an effective team leader you must listen carefully and think win-win while working through problems with your team.

Good Place to Learn about Work Breakdown Structures

Check it out here

By the way, 4pm.com is a great website for project managers.

Your Estimates Are Wrong!

I have been burned more times than I can count by bad estimates. What can a project manager do to help ensure the accuracy of estimates?  First we should understand the basics behind the estimating process (there are many more than I have listed here). Some are:

• The more unique , complex, or larger the project, the more of a challenge it will be to get good estimates

• Estimates are only as good as the estimator is at predicting the future

• "Padded" estimates are not always bad as long as the padding is communicated (... and as long as the Project Manager is the one doing the "padding")

• An estimate is not a bid

• Estimates using sound estimating practices, performed by experienced estimators from clear specifications should never be negotiated

• Ballpark estimates are guesses and should be treated as much by the project team, management, and the project sponsor

Other items to consider when estimating are:

• Ensure the statement of work or contract is clear and understood by the person(s) doing the estimates

• Ensure that a schedule or mandated date doesn't drive the estimating thought process

• Include Risk Management in the estimating process

• Ensure that estimates take into account the skill level(s) of the person(s) that will do the work

• If your work breakdown structure (WBS) is flawed, your estimates will be inaccurate

Accurate estimating is an art and a science. The estimator (or team) must take into account historical data from past projects, the team's knowledge and experience, the project risks, the statement of work and other project information to make the best estimate possible.

Keep in mind when planning your project that estimates aren't hard and fast numbers. They are guesses, however they should be very good guesses if you have good estimators and are following tried and true estimating practices.