163714
Forming & Managing Teams -
Project & Team charters
- Best practice for consultant to draw up a project charter
- A charter formally recognises the
existence of the project - empowers PM
to use organisational resources
- Contents of a charter
- Project Intent
- Describe scope of project
- Describe scope of project
- Product description
- Summary description of project output
- Summary description of project output
- Business need
- Reason for undertaking project
- Reason for undertaking project
- Preliminary delineation of roles and responsibilities
- Identify PM and key
people as well as key
division supplying
people
- Identify PM and key
people as well as key
division supplying
people
- Reference of authority
- Identify authority
figure in client
organisation to
authorise decision
on future of project
- Identify authority
figure in client
organisation to
authorise decision
on future of project
- Project Intent
- Contents of a charter
- A charter formally recognises the
existence of the project - empowers PM
to use organisational resources
- Forming project team
- PM to form key roles & optimal structure
- Different projects have different key roles
- People assigned to critical roles must report direct to PM
- People assigned to critical roles must report direct to PM
- Different projects have different key roles
- The following should be considered:
- Define key roles
- Define project team structure
- Assign individuals to critical roles
- Individuals incritical roles
to select own sub teams
- Develop team charter
- Define key roles
- PM to form key roles & optimal structure
- High-Performance teams
- Different mix of skills must be considered
- Set organisational chart
with clear roles &
responsibilities
- Set organisational chart
with clear roles &
responsibilities
- Open communication is vital
- Should be facilitated &
encouraged by consultant
- Should be facilitated &
encouraged by consultant
- Teams should be inspired
- PM to set vision & motivate team through process
- Team performance is more important than individual performance
- Team performance is more important than individual performance
- Team bonding & celebrations should occur
- PM to set vision & motivate team through process
- High performance teams will:
- Commit to achieve common project objectives
- Learn to work together and support each other
- Take pride in high quality results
- Take pride in customer satisfaction
- Commit to achieve common project objectives
- Different mix of skills must be considered
- Team Charter
- Team usually made
up of staff from
consulting firm and
client organisation
- Different cultures/practices
makes commiting to a charter a
good way to set out rules of
engagement and avoid conflict
- Different cultures/practices
makes commiting to a charter a
good way to set out rules of
engagement and avoid conflict
- Different
from project
charter
- Engenders commitment and ownership
of project by individuals - should have
each members signature on page
- Engenders commitment and ownership
of project by individuals - should have
each members signature on page
- Set out team performance objectives, roles
and responsibilities & rules of engagement
- Definitions
- Performance objectives
- What project will do and deliver
- Time lines and budget
- Time lines and budget
- What project will do and deliver
- Roles and responsibilities
- No misunderstanding or ambiuity
- No misunderstanding or ambiuity
- Rules of engagement
- Ground rules for operation of team
- Expectations of team members & how they work together
- Punctuality, respect,
commitment, openness,
acceptable behavior etc
- Meeting
protocols,
discussion
protocols
- Decision making process
- Decision making process
- Punctuality, respect,
commitment, openness,
acceptable behavior etc
- Ground rules for operation of team
- Performance objectives
- Definitions
- Team usually made
up of staff from
consulting firm and
client organisation
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