Sense of Belonging and Appreciation For The Project Team

sharp design — Sat, 06 Feb 2010 17:10:34 +0000

Once project managers have completed the planning necessary to provide structure to the project, to remain effective, they must control and monitor the day-to-day progress of a project and the individual performance of the members of the integrated team. For a project manager in a construction environment, control and monitoring happen best when the manager takes an active role in developing the construction documents and then visits the construction site regularly. This active role will track the daily activities of the project,which will ensure that objectives have been completed in a timely fashion.

In addition, when project managers manage and control a project aggressively, they can develop individual standards of performance. These standards can be perceived as a motivating benchmark toward which the participant must work if the team is to progress to the next phase or objective of the project. This level of commitment by team participants is essential for the success of a project goal. As an “integrator” the project manager must be cognizant of the fact that he or she must be influential in motivating the project team. For this reason, part of the active role of the manager is to reward participants when responsibilities are fulfilled.

To a project participant, a sense of belonging and appreciation for the project team adds a valuable dimension to a project environment and creates an enthusiastic approach to the work itself. When project managers make positive reinforcement a part of monitoring and controlling the project, they can develop the support and commitment from the participants needed to get the job done. The team participant is then given credibility in acting out his or her role in contributing to the project’s success.

The Central Management Team

sharp design — Fri, 09 Oct 2009 02:00:32 +0000

the right people doing the right things at store level — a challenge made even more difficult by the fact these were kiosks, with few staff operating long,unattractive hours. The central management team was exploring the idea of abandoning the traditional ‘span-breaking’ district manager supervising six or so units and, instead, promotion one of the unit managers into a ‘team leading’ role. He or she would still run their own unit, albeit with more staff, but take on the added responsibility of managing two or three others. It was felt that would bring more cohesion, commitment and responsibility to a smaller group, nearer the customer. Good thinking. Everything’s OK so far.

They planned to ‘sell’ this idea to the projected prototype team leader (a female) with the sound logic that she should welcome the added responsibility, see it as recognition and be really excited about the obvious signal that she had been earmarked for future growth. At this stage, they decided there would be no other compensation needed. They were amazed when she told them to fuck off and left on the following Wednesday. (Authors note: I did not personally know the lady, but I was so proud of her.)

Design For Business » Team

Sense of Belonging and Appreciation For The Project Team

The Central Management Team