Six weeks have passed since the Simatupang AACE 2014 Team was formed to fulfil the AACE International certification project. In the beginning, it was suggested for the Team select the Norming stage, eventhough Clark’s Team Development Survey resulted the Performing stage. The team leader also suggested to be alert and maintain the team performance by using the Situational Leadership Model of coaching and participating. Ongoing weekly progress reports then showed the group dynamics and trends that may affect the whole team’s performance. Unfortunately, some deliverables are behind their schedules and more are coming in the subsequent weeks. Something is happening and require immediate action to restore the moral of the team individual.
Development of alternatives
Again, Tuckman’s model of Team Development and Hersey & Blanchard’s model of Situational Leadership are offered as the alternative solution to the group dynamics’ problem. But to run the project under control to complete within the schedule, the project manager(s) have to look back to the project definition and if necessary, restart from it’s basic points (rebaseline).
Development of prospective outcomes
Nine of twelve team member responded to the Clark’s Team Development Survey and resulting that total group is that the team in the Storming stage.
Picture 1. Total group to Clark’s Team Development Survey
But if we break it down into categories, we found that some in the group are in different stages. Not everyone is at the same development level. 4 people responded to storming phase, while 3 and 2 others developing the norming and performing phases.
Table 1. Individual Response to Clark’s Team Development Survey
Selection of the acceptable criteria.
The selection of the criteria is summarized in table 2 as below:
Table 2. Criteria Selection
|Team Development Stage||Situational Leadership||Project Management Definition and Basic Point|
|Forming||Telling. Leaders tell their people exactly what to do and how to do it.||the project manager provide structure and direction for the team. Clearly defining the project’s objectives and making sure each team member understands their role and responsibilities.|
|Storming||Selling. Leaders still provide information and direction, but there’s more communication with followers. Leaders “sell” their message to get the team on board.||conflict management, active listening, and relationship building.|
|Norming||Participating. Leaders focus more on the relationship and less on direction. The leader works with the team and shares decision-making responsibilities.||focus on keeping everyone moving in the right direction. Communication and constructive feedback. arranging social events with the team and making sure to give positive recognition to team members.|
|Performing||Delegating. Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they’re less involved in decisions.||focus more of your energy on leadership activities and less on supervisory activities.|
Analysis and comparison of alternatives.
Breaking the result of survey down into two groups showed that one group is in the storming phase while another group is in the norming phase.
Picture 2. Subgroup results of Clark’s Team Development Survey
Not to pointing finger, but looking at the different groups will help to understand the problem and focus on how to solve. Identifying some problems occurred in the weekly report must be resolved to complete the project within schedules and budget. Some team members are too focused on interesting things beyond the scope resulting late in tasks completion. Some others are not able to communicate the difficulties so that the other team members do not have any idea how to help them. Some others are too optimistic with their norming and performing stages so they lose control to complete some deliverables.
Selection of the preferred alternative
Although Group 2 voted more than Group 1, team leader is suggested to taking care of the group consensus result by doing conflict management, active listening, and relationship building. The team leader together with the team members are encouraged to look back the vision and mission of the team and the goals of their project to be completed within schedules and budget. If necessary, team leader may conduct Nominal Group Technique (NGT) to make a team’s consensus on solution
Performance monitoring and postevaluation of results
To have a high-performing team, in resolving the conflict, the project manager(s) need immediate action to bring the project back on track. Reviewing the 10 tips written by Joshi and considering 10 quotes written by Haughey or drill down the Lewis method, may help the team deliver the project in proper manner and successful.
Haughey, PMP, D. (2011, June 21). 10 Quotes That Make You a Better Project Manager. Retrieved from http://www.projectsmart.co.uk/10-quotes-that-make-you-a-better-project-manager.html
Joshi, H. (2011, October 29). Ten tips to keep your project on track – Knowledge Centre – ITP.net. Retrieved from http://www.itp.net/586883-ten-tips-to-keep-your-project-on-track#.UmG3-NJmiSo
Lewis, J. P. (2010). Project planning scheduling & control: The ultimate hands-on guide to bringing projects in on time and on budget (5th ed.). New York: McGraw-Hill.
Permana, A. (2013). W1_APE_Tuckman Analysis Assignment | Simatupang AACE 2014. Retrieved from https://simatupangaace2014.wordpress.com/2013/09/03/w1_ape_tuckman-analysis-assignment/
Prasetya, A. E. (2013). W1_AEP_Tuckman Analysis Assignment | Simatupang AACE 2014. Retrieved from https://simatupangaace2014.wordpress.com/2013/09/02/w1_aep_tuckman-analysis-assignment/