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Team Management: An Accountable Working Model for Matrix Teams
- by Manish Srivastava, MBA, MCA, PMP
Many complex information technology (IT) projects are executed in a matrix environment. The major challenge with this type of team structure is having an amicable and effective relationship with clear lines of responsibilities, open communications, and accountabilities. This article proposes a working model that can help the program manager achieve the desired objectives from all of the teams.
Creating Value Through Team Management
- by Anthony Woods, PMP
Being productive in today’s business environment means continuously doing more with less. The next generation of savings and productivity lies in the collaboration of larger, more diverse teams to share ideas and implement new process improvements. The author explains how he put together the right team for a “cost-cutting treasure hunt,” leveraging good program management practices to increase its chance of success.
Star Light, Star Bright: The Trials and Tribulations of Managing a Star Performer
- by Ajay Widge, PMP
Imagine you have a project associate who is bright, hardworking, knows the subject matter very well, and has initiative; in other words, a real star! While this is a nice asset to have on a complex project, it also presents challenges for the team leader. The author presents insights and advice for building an effective team that features a star performer.
Aligning Pressure and Desire to Increase Performance
- by Andre Malan, PMP
Project managers recognize that the proper motivation of key resources is a primary cause for project success. The author has compiled the PDP model, aligning pressure and desire to increase performance, that aims to provide project managers with a structure for motivating key project resources by aligning the project’s objectives and the personal aims of the resources and incorporating them into the project in a way that results in optimal team performance.
The Holistic Approach to Motivating and Building Morale
- by Joseph D. Launi, PMP
Building on the works of management scientists, this article seeks to tap into the human psyche to position project team members to be increasingly focused and productive. The author provides lessons learned and recommends some actions managers can take to capitalize on these lessons to create a truly satisfying and productive project environment.
Integrated Team Approach in a Client-Supplier Project Environment: A Value Addition to Project Management?
- by Sajitha K. Nambiar, PMP and Naomi Brookes, PhD, DIC, FHEA
How do we manage the team in the current project environment when there are many teams involved in one project delivery? In this article we explore a generic project environment in which there is a client (sponsor) project team and one or more supplier (vendor) project teams working toward a common project goal. Practitioners in two different project domains (construction industry projects [capital intensive projects] and IT service sector projects) were interviewed as part of a case study project, and practices are recommended to set up and maintain integrated project teams for a successful project delivery.
The Intangibles of Trust, the Art of Adaptation, and Soft Skills in Team Leadership
- by Shara Beach, PMP
Although there are many tangible factors that affect the success of your projects, this article focuses on the synergy created from the elusive intangibles of trust, the art of adaptation, and the cultivation of soft skills in team leadership. Together, these three principles will help you create an environment in which people willingly perform at their highest levels.
Team Building and Development in a Matrix Environment
- by Karen Davey-Winter
Project teams are often matrix in nature, staffed by members taken from diverse functional teams in order to achieve the project goal. This is complicated enough if the structure is a well-defined functional hierarchy. However, a matrix environment for completing projects adds in another layer of complexity. The functional "teams within teams" still exist, and each person has a functional "home" team, but now they also belong to a "project" team which has a finite life span, and a project manager to whom they also report. All of these teams need nurturing if a project is to be successful.
Clique or Team? A Fine Line Indeed
- by Kwei Akuete, PMP
Project leaders need to watch the chemistry that evolves among their team members to make sure that cliques don't form--or even that a perception of cliquishness does not occur. The result could be bad morale, both for new team members and for those within the group.