1. Introduction
In nowadays society, the using of project management is more and more common today. The entrepreneurs are more likely to employ staffs who have learnt project management. So that learning the skill of project management is more useful and also important now. Larson and Erik (2011) mention that good project manager are trained or come from experience, not born. For this reason, in this essay it will discuss the fit between some published theories on project management and personal practice as a result of my participation in the Fit as a Fiddle project.
2. Project human resource management
2.1 Team development
A project team is a group of people who working together to accomplish the project objective. According to
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Larson and Erik (2006, p344) state that “this stage is marked by a high degree of internal conflict.” From my experience, we do not have this phenomenon in our teamwork. Our team members are behave a positive side and completed task on time.
The third stage is the norming stage. In this stage the group cohesion will be developed and the team members start to understand each other and know their abilities Larson and Erik (2006, p345). For a few week’s meeting, we were become know each other and their complementary skills in the project, for instance, one member good at mathematics, one member good at PC skills and etc. This is coinciding to the norming theory.
After the norming stage it becomes performing stage. Our working was worked smoothly, after we know each other’s strength, we allocating task directly to the members and all of us were concentrating to accomplishing the project goals. Just as Clear and Khan (2010, p62) mentioned that in this stage, “the team is highly committed and eager to achieve the project objective.”
2.2 Leadership and Motivation
In order to create an effective project team, the project manager must not only have efficient administrative skills and technical, but also need appropriate style of leadership. Appropriate style of leadership will encourages the team members deal with problems and provide ideas for the project to achieve its objective (Burke, 1999, p278). From our teamwork the leadership style of our team
At this stage, the group begins to realize the more positive points of individuals within the group, which promotes the development of trust and respect which begins to build group cohesion. The next stage is the performing stage, which is typical of high-performing teams that are able to function as a group and figure out various options to get the job done smoothly and effectively without supervision. The final stage is the adjourning phase, which is the final step in completing tasks and breaking up the team.
The five stages of group/team development are: forming, storming, norming, performing and adjourning. In the forming stage, the group members get aquainted with one another and figure out what the goals of the group are. In the storming stage, individual personalities within the group emerge and group members start to figure out what their roles will be. In the norming stage, the group begins to find unity and group members resolve their differences. In the performing stage, the group members solve problems and focus on completing their assigned task. In the adjourning stage, the group begins to disband and the members transition out and into other projects.
A project is determined by a start and an end. Before the project started the work does not exist. During a project the work does exist. When the project ends work no longer exist. To determine if something can be identified as a project it must have certain characteristics. They include a defined scope, finite budget, deliverables (specific end results) and assigned resources. During a project there are interacting processes. The initiation process starts the project and identifies the organization’s commitment to the project. The planning process defines the objectives and the scope of the project. The processes must be executed which coordinates the resources that are needed to carry out the project plan. These processes must be controlled or monitored in order to take corrective action if needed. Finally, there are processes to close out the project which include acceptance of the deliverables that were identified.
In the third stage the norms in group are formed, team is adapting to the leader. Positions and roles are clarified and the team move forward, they participate
The third stage is the Norming stage, this is where the team members resolve tension and work together as a unified team in order to achieve the teams common goal/goals.
Bruce Tuckman suggests that there are four stages of team development; Forming, Storming, Norming and Performing. At the forming stage, the team needs to mature and allow relationships to establish. Everyone’s position is currently unclear so the leader must be ready to answer questions and give a lot of guidance. The storming stage is where goals need to be set. At this stage each team member is trying to establish themselves within the group however this can cause friction and power struggles. Emotional issues need to be ignored in order to achieve goals. At the norming stage, the team members are clear on what their role within the group contains. They’ve gained respect for their leader and other members in the group and make decisions together.
First, here is a summary of the development stages of a team. In the forming stage, team members come togetherand form initial impressions. They socialize in order to get to know each other and bond with other team members. In the storming stage, team members experience hostility and infighting over tasks and how the team works. In the norming stage, team members start to come together and realize what needs to be accomplished. In the performing stage, team members are well-organized and well-functioningand maintain a positive balance. In the adjourning stage, team members achieve closure when the project is accomplished.
Group development begins with the forming stage where members ask questions, get to know each other and discover acceptable behaviors. The storming stage, or second step, is the period where there may be emotional outbreaks and tension within the group. This progresses to the third or norming stage where team members start to work together as a unit, the performing stage where the team is well integrated and functioning as a team. And lastly the adjourning stage when the team is ending as a group and group accomplishments are celebrated.
Teamwork is very important for a project team to function and achieves the goals set at the beginning of the project.
Stage 2: During this stage, the team competes for status and approval of their individual ideas. Again, due to the familiarity of each other, the team members did not have incidents of competition or need to project personal prestige. They were well-aware of the individuals who felt the need to be in control and be the leader of the group. The group personalities were well-balanced and efficient; allowing for a give and take relationship.
The third stage is the point where the team becomes a cohesive unit. At this point team members are much more devoted to each other and the team`s goal, they become more flexible and coordinated. The team starts to make big decisions, while individuals handle the smaller ones. Hopefully, at this point team members are more respectful to one another and they may even start to form friendships.
Third stage norming: Role of the members is clear and accepted. “Decisions are made by group agreement,” (Businessball,2016). The leader is accepted by the group, team is enthusiastic about the project and feel confident.
The cross functional team may go through several different stages of behavior. Tuckman (1965) team development stages consist of four important forms of team development. The first stage of forming allows team to have a period of going through rough patches in hopes of finding common ground with each other. The group member will get a change on strategizing objective and targets. This usually outlines a conceptual goal for groups as well as organizations. The second stage becomes storming, questions surrounding leadership, authority, rules, responsibilities, structure, evaluation criteria and award systems tend to arise during this stage. The norming stage brings clarity with goals and objective with moving forward of executing plans. The fourth
In this stage people start to work toghetet in a team towards the teams common goal. Resolving
STAGES OF DEVELOPMENT the model presented by Tuckman and Jensen "studies "... theory groups, human relations training or T-Groups, and natural and laboratory –task groups have two realms-task and interpersonal" (Tuckman & Jensen p. 280). It suggests that team's growth occurs in stages with each dissimilar through each level of development. Tuckman, identifies four stages of team development referred to as, forming-which occurs when individuals are introduced and brought together for a purpose. Storming members' strained relationships and conflict, about disagreement about a task, vision and/or approach of a shared purpose, norming where unconsciously or consciously working relationship members come to a consensus. Finally, performing team expecting