Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Sức khỏe - Y tế
Văn bản luật
Nông Lâm Ngư
Kỹ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Giới thiệu
Đăng ký
Đăng nhập
Tìm
Danh mục
Kinh doanh - Marketing
Kinh tế quản lý
Biểu mẫu - Văn bản
Tài chính - Ngân hàng
Công nghệ thông tin
Tiếng anh ngoại ngữ
Kĩ thuật công nghệ
Khoa học tự nhiên
Khoa học xã hội
Văn hóa nghệ thuật
Y tế sức khỏe
Văn bản luật
Nông lâm ngư
Kĩ năng mềm
Luận văn - Báo cáo
Giải trí - Thư giãn
Tài liệu phổ thông
Văn mẫu
Thông tin
Điều khoản sử dụng
Quy định bảo mật
Quy chế hoạt động
Chính sách bản quyền
Giới thiệu
Đăng ký
Đăng nhập
0
Trang chủ
Kinh Tế - Quản Lý
Quản lý dự án
Lecture Project management: The managerial process (6/e) - Chapter 11: Managing project teams
Đang chuẩn bị liên kết để tải về tài liệu:
Lecture Project management: The managerial process (6/e) - Chapter 11: Managing project teams
Mai Phương
87
15
pptx
Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
The main contents of chapter 11 consist of the following: The five-stage team development model, situational factors affecting team development, building high-performance project teams, managing virtual project teams, project team pitfalls. | 11–1 Project Management 6e. 11–2 Where We Are Now 11–2 Project Management 6e. 11–3 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Set high personal performance standards Identify with the team 11–3 Project Management 6e. 11–4 Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report solely to the project manager All relevant functional areas are represented on the team The project involves a compelling objective Members are in close communication with each other 11–4 Project . | 11–1 Project Management 6e. 11–2 Where We Are Now 11–2 Project Management 6e. 11–3 High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Set high personal performance standards Identify with the team 11–3 Project Management 6e. 11–4 Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report solely to the project manager All relevant functional areas are represented on the team The project involves a compelling objective Members are in close communication with each other 11–4 Project Management 6e. 11–5 Building High-Performance Project Teams Recruiting Project Members Factors affecting recruiting Importance of the project Management structure used to complete the project How to recruit? Ask for volunteers Who to recruit? Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy Lesser Familiarity 11–5 Project Management 6e. 11–6 Project Team Meetings Conducting Project Meetings Establishing Ground Rules Planning Decisions Tracking Decisions Managing Change Decisions Relationship Decisions Managing Subsequent Meetings 11–6 Project Management 6e. Norms of High-performance Teams Confidentiality is maintained; no information is shared outside the team unless all agree to it. It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached. There is zero tolerance for bulling a way through a problem or an issue. Agree
TÀI LIỆU LIÊN QUAN
Lecture Project management: The managerial process (6/e) - Chapter 1: Modern project management.
Lecture Project management: The managerial process (6/e) - Chapter 4: Defining the project
Lecture Project management: The managerial process (6/e) - Chapter 17: An introduction to agile project management
Lecture Project management: The managerial process (6/e) - Chapter 9: Reducing project duration
Lecture Project management: The managerial process (6/e) - Chapter 6: Developing a project plan
Lecture Project management: The managerial process (6/e) - Chapter 2: Organization strategy and project selection
Lecture Project management: The managerial process (5/e): Chapter 1 - Erik W. Larson, Clifford F. Gray
Lecture Project management: The managerial process (5/e): Chapter 17 - Erik W. Larson, Clifford F. Gray
Lecture Project management: The managerial process (6/e) - Chapter 18: Project management career paths
Lecture Project management: The managerial process (5/e): Chapter 4 - Erik W. Larson, Clifford F. Gray
crossorigin="anonymous">
Đã phát hiện trình chặn quảng cáo AdBlock
Trang web này phụ thuộc vào doanh thu từ số lần hiển thị quảng cáo để tồn tại. Vui lòng tắt trình chặn quảng cáo của bạn hoặc tạm dừng tính năng chặn quảng cáo cho trang web này.