PM knows that when a team looses he has the fault; PM expectations from himself must be high in order to have high expectations from others for a PM is Important not to be late and in this way to loose other's time and trust; PM must make a good first impression (one may make a first impression only once) PM must let himself time enough to prepare before meeting the team PM always starts the meetings on time PM leads by example PM will always have a plan PM documents his expectations about his members PM comunicates well and thoroughfull, knows the names of the members and has an appropriate language; PM will not let the team members just stay and loose their time; PM thinks at parallet tasks; PM comes with a plan and "dresses" and behaves like a PM PM behaves like a leader and the other teamworkers will respect and follow him with trust PM will be sure to have clear expectations and understand the needs of the project PM makes explicit and clear rules that every teamplayer understands (written) PM considers important that every teamworker assigned to the team has to be deeply involved in the project PM cannot choose the best performers, but he has to give the best performance with the members he has PM tries to make the reputation of a decent and successfully one and make people want to be in his team A goal of a PM is to gain the respect of every single teamworker PM must have clear an high expactations about every player and develop every player at his best PM must give value and cultivate recognition of all the teamplayers especially to the "unseen" ones PM finds secondary goals and treats them exactly as the main goals, in order to give value and make visible all the membe PM knows that the success of a team is the result of the work of all the players PM motivates in the critical moment with a motivational, encouraging, and revigoration speech in order to determine his tea PM has to know the value of his players PM clearly defines the purposes PM transmits messages that must be simple and clear and does not change them often PM never criticizes stupid mistakes during the development phases of a project and doesn't let the members to criticise the PM has to protect the members to worry about reaching the goals not about protecting their reputation It may be a tendency to blame someone for the faults but we have to stop it After the goals are reached and the project(or a step in the project) finished, PM has to create a climate for risk-free introsp mistakes are permitted PM unify and bound the team:When analysing a member of a team PM put the other members to identify the 2-3 good asp atitude and put the member himself to think at an aspect he did'nt do so well or that could be improved Every fault during the project is entire's team fault not the team of a member Encourage the people and show your confidence especially to those who haven't PM helps the members to have enough confidence in themselves PM recognises the extraordinary influence the leader has on his team PM knows the responsability of the leader to be "UP" whatever he feels PM knows that the energy level of the leader is transmitted to the team, and then from member to member PM thinks positive The importance of team meeting to find out colleagues motivations, fears, hopes, troubles PM determines the members feeling proud to behave with generosity and help the other members achieve their goals PM shows everyone respect PM makes members feel important and proud: ex:before the meetings he is calling every member to see that he is wanted valuable PM knows the luck often means very hard work (the luck comes sometimes at 3 in the morning), and must never be unpre problems The whole team has to realise the stadium of the project, how the team evolves and what are the objectives PM knows the team needs a leader to trust, lead and take responsibility PM knows that he cannot do tasks like a member and lead in the same time efficiently the team
The goal of a PM is to win (be on time, on scope, on budget). succesfull teams are more enjoyable;