develop project team is a very important executing process whose main objective is on team building in concert with improving

their performance, and like many executing process is will be performed throughout the project. For obvious reasons this process should be started early on in the project as it is a well-known fact that the members of a team perform much better than just a group of individuals. One of the secrets of success of any project is having on the project manager with good interpersonal or people skills. These tools and techni ues help develop good leadership, team building, and motivational results leading to a high functioning team.

There are three main inputs to the develop project team process:
Project staff assignments. These were created as part of the ac uire project team process and are used as a main inputs because such staff assignments consist of the list of all team members for the develop project team process and are to be included for this project. Resource calendars.

!roject management plan" These describe unspecified when each individual project team member will be available to carry out their appropriate tasks within the project, but most importantly here, when they are available to take part within team building activities. t is the human resource plan which provides the relevant information for the develop project team process as it outlines how each member of the project team is to be trained, and also how the project team development will be carried out. #ncluded within the human resource plan, will be the dynamics and environment within which the team will perform. $xamples of this could be where the team are located whether they will be using overtime or flexible time, and any general information on their pay or work conditions while assigned to this project There are two main outputs from the develop project team process: develop project team - Team performance assessments. These are mostly documented updates, and such evaluations are performed by the project manager to focus on improvement areas for the individuals within the team as it is the project manager%s responsibility to increase team performance. #n addition the project manager is responsible for identification of appropriate resources which will help to develop the team such as tools, techni ues or training re uirements.

develop project team - Enterprise environmental factors updates. &s a result of the project team developing new knowledge, skills, and experience, then this information needs to be reflected back into the organi'ation so that these new enhanced skills can provides increased benefits for future projects or operational work by the individuals concerned. (ecause of the nature of developing individuals, there are many tools and techni ues used within the develop project team process ) a total of

seven for the project manager to apply" develop project team - Interpersonal skills. There are four main behaviours that an e cellent project manager should continuall! demonstrate: & clear vision of what must be accomplished and how the team need to contribute to reali'ing that vision. The approach here is to communicate that vision clearly as this will aid in influencing the team and only their part in reali'ing the vision. The corollary is that each team member must also recognise the benefits to themselves in following the vision Team members must trust that the project manager has the appropriate leadership skills and abilities to make the project and success, but also to have trust that the project manager will empower them to perform as well as offering support when and where needed. #ndeed, the !*# code of ethics and professional conduct states that project managers create an environment that the team can trust and conduct themselves in an open manner. The approach used by communication and hence the style used must be adapted to meet the needs and environment of the project. +ometimes it is appropriate simply to hand out clear orders, while the other times it may be best to take a softer approach. "ctive listening is a key skill here and should include good eye contact, listing with full attention, paraphrasing and clarifying back to the sender and showing empathy with the person%s feelings and opinions. develop project team - Team building activities. +uch activities focus on building strong relationships between each team member, and such activities may be performed at regular points throughout the project rather than just a special event.

(ruce Tuckman developed a ladder model describing the five stages of team building which is an excellent tool for the project manager to Foster and develop the team into a high performance unit. This model starts with the #orming stage when the team first come together, and the project manager should encourage the team to get to know each other on an informal basis at this point, and the project to cost meeting could be a good time and place to carry this out. The second step is $torming which is where the team individuals try to find their place and position within the team. Typically this is where an individual%s personality along with their strengths and weaknesses start to emerge, and as a result there may be some conflict as the individuals try to determine how they are to work together. The third step is called %orming, and is where the team starts to function as a unit with each knowing exactly what role they play and how they relate with the others. The fourth step is called Performing and is where the team are now working as a mature and efficient unit. They have empathy and sympathy with each other and it is at this point that the team are greater than the sum of the individuals. The final step is called "djourning and is where the team is now disbanded as a result of their work on the project being completed. +an ,aphael said as a result of this and the project manager can help by celebrating the success and providing a bridge for the individual%s the future path. #n the above five steps, it is vital that the project manager plays a proactive role in either helping the individuals to move swiftly through to the performing step and by resolving any problems or difficulties that may arise. Once the team are performing effectively the project managers role can change to one of delegation and managing -at arm%s length%. develop project team - Training. The purpose of delivering this sometimes by the project manager or individuals peers, is to allow the individual to ac uire new skills and hence increase their ability to carry out the tasks within the project. Often such training will be given by another group such as a training department or a specialist company. +ince training increases the human assets of an organi'ation which is normally be paid for by the performing organi'ation and should not be funded by the customer or the project. &round rules. These are the formal or informal rules that lay down the boundaries of behaviour on a project, and it is important that the project manager sets and leads by example in this regard. +uch roles may include working hours as an example to ensure that the team are all present during the same time frames.

'o-location. This simply means that all of the team reside in the same location, which greatly aids communication, problem-solving and the management of issues. #t also aids the team being able to form good working relationships with their peers. Recognition and rewards (theories of motivation). There are si main theories that should be understood in the develop project team process: *c&regor+s Theor! , and Theor! This describes two different types of workers and how they should be managed, once it is only interested in their own selfish goals, they dislike work, are unmotivated and must be coerced into carrying out any form of work. This describes the Theory . approach. Theory / assumes that people are naturally motivated and are interested in doing their best, given the freedom to do so they can be trusted to work towards the project goals. .er/berg+s *otivation-.!giene theor! The theory here is that there are many work factors that influence satisfaction within the workplace and hence while using the develop project team process, so-called hygiene factors do not make someone satisfied but their absence will make someone unsatisfied. $xamples here are the pay and working conditions. The other factors are called motivation factors and as their name suggests will actively motivate individuals but they will not work without the hygiene factors in place. $xamples here are achievement, recognition and advancement. *aslow+s .ierarch! of %eeds This theory states that we all have basic needs another these must first be met by before we can move on to the next higher level of needs. There are five steps within the hierarchy" The lowest level is thephysiological level covering basics such as food clothing and sleep. The next level is security bringing freedom from fear, job protection and safety. The third level is social in the form of acceptance and feeling part of the team The fourth level is the first of the higher needs and is called esteem. This includes feelings of contribution, recognition, and importance and is obviously vital when using the develop project team process The highest level is called self-actuali'ation and is defined as living and working as an individual%s full potential.

ER& Theor! This is similar to *aslow%s 0ierarchy of 1eeds, but is illustrated as a pyramid with the lowest level described as existence, the middle level described as relatedness, and it%s not level described as growth. #t could be seen that existence refers to as the physiological and security levels, relatedness refers to acceptance, and growth to the esteem and self actuali'ation of *aslow%s theory. *c'lellands theor! of %eeds This is also called the achievement theory and states that team members are motivated how the three primary needs" These are !ower which is a behaviour of how people like to organi'e motivate and lead others, &chievement which refers to individuals who are result oriented and like to achieve objectives and be recogni'ed for it, and &ffiliation which describes individuals who prefer being part of a team including acceptance and a need for belonging. 0room+s E pectanc! Theor! This depends on the perception that the individual%s effort will result in a desired outcome and are therefore motivated when they believe that putting in more effort will bring about better job performance leading into organisational rewards that are seen as valuable by the employee. #orms of power. !roject managers often work within a matrix organi'ation and as such may not have direct power over the project team themselves. #t%s important therefore for the project manager to maximi'e their ability to influence and manage the team during the develop project team process. There are five forms of power: Reward power is the ability to give rewards and recognition. E pert power occurs when the project manager is an expert on the subject matter of the project which will give the project manager increased credibility. 1egitimate power. &ll forms of power is as a result of the project manager%s position and would need to be supported by the organisation itself. Referent power is as a result of the charismatic personality of the project manager and their ability to persuade individuals to carry out their wishes. Punishment or coercive power is the ability to punish until member if the goal is not met.

The best forms of power are reward and expert types, while the least effective form is that of punishment. 'onflict management. There are si approaches here during develop project team which should be used as and when an appropriate situation occurs"

'onfronting2problem-solving is to be used when you feel that the team member has the ability to solve the problem. 'ollaborating is used when there is Time 2Trust to establish opinions and to come to a consensus. 'ompromising is used when there is a new willingness to give and take and you do not have the upper hand yet both parties he needs to win. $moothing2"ccommodating is used in situations which you will not win but is helpful in achieving an objective in a harmonious manner. #orcing is used when you are right, when the stakes are high and time is important. 3ithdrawal2"voiding should be used when you have little to lose and you can%t win.