Team Planning for Project Managers and Business Analysts

Erscheinungsjahr 2012
ISBN: 978-1-4398-5543-0
Verlag: Taylor & Francis Ltd (Sales)

Buch, Englisch, 225 Seiten, Format (B × H): 157 mm x 236 mm, Gewicht: 499 g

Reihe: ESI International Project Management Series

Supplying busy project professionals with time-tested tips and templates for developing teams efficiently and effectively, Team Planning for Project Managers and Business Analysts provides the planning materials required to increase team collaboration and productivity in a global workplace.

This comprehensive resource offers insights and access to critical resources and tools to create, propose, execute, and evaluate team development plans. Dr. Levitt's insights will enable readers to transform their visions, mission statements, goals, and deliverables into actionable plans for their teams.

Team Planning for Project Managers and Business Analysts evaluates the strengths and performance gaps in each of the five stages of team development—forming, storming, norming, performing, and adjourning—and outlines methods for creating a team development plan and addressing the challenge of gaining upper management commitment.

With a focus on succession planning for the team, Dr. Levitt considers team brain capacity and how to plan for the transfer of knowledge within the organization. In addition to the many templates and guidelines included, the book offers a variety of practical team development guidelines to ensure that team activities, including kick-off meetings and project status reviews, are both engaging and productive.

Zielgruppe

Project managers and IT managers.

Autoren/Hrsg.

Levitt, Gail

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management
• Mathematik | Informatik EDV | Informatik EDV & Informatik Allgemein

Inhaltsverzeichnis

Team Planning in a Project Environment
The Stereotype of Team Planning
The Truth about Team Planning Visionary Methodical Observant IQ—Intellectual Ability EQ—Emotional Ability
Team Planning Skills
Summary: Key Ideas

Evaluating the Team
Team Life Cycle The Five Team Stages: Task and Relationship Focus Observing Team Strengths and Gaps
Observing Teams in Conflict Conflict Levels and the Team Stages Forming Teams: Hidden and Emerging Conflict Storming Teams: Emerging and Active Conflict Norming Teams: Active Conflict and Aftermath Performing and Adjourning Teams: All Four Levels
Identifying Team Stages: Art and Science The STARS® Method STARS® Summary: Key Ideas Team Life Cycle Team Stages STARS® Method

Creating a Team Development Plan
Protecting Your Project Assets
The Team Development Plan: What Is It? Team Development Plan Components Team Vision Determining the Team Mission Setting Team Goals Identifying Team Deliverables Team "SWOT" Analysis Performance Indicators Team Performance Action Plan
Summary: Key Ideas Team Development Plan

Getting Buy-In for the Team Development Plan
"Selling" the Team Development Plan: Challenges and Opportunities External Obstacles Internal Obstacles
Gaining Buy-In and Commitment: The Process
Tips for Influencing Upward
Tips for Influencing Team Members
Influencing Team Members: Communication Guidelines Providing Continuous Reinforcement
Modeling the Plan
Summary: Key Ideas The Concept of "Selling" the Team Development Plan Influencing Successfully Modeling the Team Development Plan

Influencing Multigenerational Team Members
Teamwork: A Multigenerational Concept
Multigenerational Characteristics Matures Cultural Experiences Work Values Work Strengths Baby Boomers Cultural Experiences Work Values Work Strengths Generation Xers Cultural Experiences Work Values &nb

Über Autor(innen)

Levitt, Gail
Gail Levitt, Ph.D., is a knowledgeable leadership strategist, facilitator, and coach dedicated to developing global leaders and their teams to perform more efficiently and effectively. She provides a unique perspective as a former marketing administrator, business development strategist, product manager, project team leader, and corporate consultant.

Levitt is president of Levitt Communications Inc., a corporate service organization offering courseware, templates and tools, training, and consulting in leadership communications, especially related to team problem solving, conflict management, collaboration, and influence. Previously, she worked for twenty years for leading organizations in publishing, packaged goods, computers, education, and government, resulting in extensive expertise in leadership and team development pitfalls and best practices. She has spoken extensively at conferences on project management, business analysis, customer service, and team development and has written articles on team leadership issues for professional publications. The recipient of numerous awards for poetry, she has also presented academic papers at the International Conference on the State of Mark Twain Studies at Elmira College for three consecutive years.

Gail Levitt holds a doctorate in cultural studies from the University of Exeter in England. She also earned a master’s degree with high honors in English from the University of Illinois in Urbana-Champagne, and a bachelor’s degree in English from Hobart-William Smith College in Geneva, New York, graduating summa cum laude.