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How to Develop (or Save) A Project Team
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Attention New York Engineers:
This course cannot be taken to fulfill your
continuing education requirements in the state of New York since the course does
not fall under the category of "Areas of Practice" or "Law/Ethics".
For more information, check the
New
York State Board Requirements.
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Richard "Dick" Grimes, CPT
Overview
The title of this course, How
to Develop (or Save) a Project Team, may sound like it is trying to cover two
completely different concepts at the same time. “How can you discuss developing
and saving a project team in the same course?” is a reasonable question. If you
consider there is a strong possibility that the reason a team needs saving is
because it was not developed correctly in the first place, it makes
sense to take this approach.
We will look first at how to
develop a team from scratch for a new project. Then we will assume you have been
called in to rescue an existing one that is sinking. Once you understand the
elements necessary to develop a productive project team, your first analysis of
the problem can be looking for the extent to which these elements are present
(or not!)
There is a high probability
there are not many. If this is the case, introduction of these elements will
begin to stabilize the team.
The objectives of this course
are to help the participant realize there are specific elements of organization,
leadership, and human motivation that must be present to have a project
workforce develop from a group of individuals assigned to a project to become a
team working together for the common good.
The classic study in
organizational behavior, The Hawthorne Effect, is provided to demonstrate how
vital, yet simple, and easy it is, to create a team of motivated employees.
Participants will have checklists to use in assessing the nature of
organizational, leadership, and employee development opportunities that can help
a project workforce become a team.
Also, a diagnostic team
survey is provided if someone is assigned to “saving” an existing team that will
help him or her pinpoint specific organizational, leadership, and workforce
issues for attention in the salvage effort.
The
student must take a multiple-choice quiz consisting of twenty-five (25)
questions at the end of the course to obtain PDH credits.
Specific Knowledge or Skill Attained
This course teaches the following specific knowledge and
skills:
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Identify reasons why their
project team is functioning well allowing them to reinforce and continue them
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Identify reasons why their
project team may not be functioning well and address specific missing or
improperly applied elements
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Have a “blueprint” of the
basic requirements for a high-performance project team and allows them to
continually improve their teambuilding efforts by developing these elements as
they move from project to project
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Learn a novel, yet useful
approach for selecting project team members
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Understand why “Hire for
Attitude, train for skill” would be a useful approach for a project
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A method to identify
desirable traits in project team members
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Learn the eight essentials
for a high-performance project team
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Learn how to develop and
the value of a project Code of Conduct
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Learn how to use the
project Code of Conduct to influence performance of the team
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Learn who actually controls
where an employee will work within a possible range of motivation
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Understand how the
motivational classic, The Hawthorne Effect, can be applied to a project today
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Receive a diagnostic survey
that can accurately give you a “snapshot” of the team’s current job
satisfaction
Course
Click on the link below to review the
course prior to taking a quiz for credit.
How to Develop (or Save) A Project Team (989 KB)
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credit. Click on the link below.
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