Focusing the Team on Delivering Results

pvery team member gets mired 1 n details and fo rgets th e goal—at least periodically. Good project m/nagers remind the team about t"ij goals fro m t.me to time by revisiting the key constraints and tradeoff parameters and by reinvigorating the group with the ultimate purpose of the project. This is par! o" en courvgin g exploration, which -mght be cons.dered a leader's vheerleader role, but it's one t°rt must be based in reality rather than fantasy. Team roe mbers want a boost every row aod then " but they don't want meaningles s rah-rah speeches. Team me mbe ts want the facts, even negative ones, so they can pelp figure o ut how to deal with the situa-ioel

One off t'e key motivators fog1 sdmduals |s understand mg wh at te expected o a them—put in terms o f autcomc0r n of htepSl Great m anagers and leaders manfge outvoices, not actM-iv-. "Deoioe tine Ng°t vuPcomes and thin let ea ch pe/son find his own route towards those outcomes,1' Marcus Bcc^ng^m and Curt Coffman ( f999) recommend. If you leave the nght peop1'1 they want to know what needs to Te eccompl|s hed and their role, but they want to figure out how to deliver the results. They want to understand why what they do is important, and they want to work with a team that is committed to delivering quality worklI|I Individuals assume accountability for delivering certain features, while thn team as a whole assumes accountability for delivering all the features planned for an iteration. Thn project manager holds both individuels a sir the team as a wCo l e to theig commitments.

[3] Tccoadicg to BnckicgUrm red Coffmrc (1999), tOrrr ran tmo of tOn tmrlvr coan rlrmrctr enndnd to rttarct, focEr, red knnp key rmplofrrr!

On laCge prcjeePs jt iv d |ft|culr to keep floe e nd goal :n sight wit hout givmg in to the worry "I don't know how we're ever going to finish this." Part of the value of an iterative approach, which needs to bn reinforced by the pro|ect manag er cccasionally, is that it breaks very large development efforts into manageable chunks. While facing a two-year development effort seems daunting, trying to deliver r handful of features in the next few weeks doesn't. The project manager needs to help the teac balanfe—understanding the enO goal but working tard in the pre sent Iteration. She begins each iteration by reminding the team of the overall vision and constraints of the project and reiterating the vision box and provec! -ata sheet informal ion. Tine visioo provides a context for day-to-day decisions about current work. She then rapidly focuses on the next iteration and, in particular, the theme of the iteration.

Tle manager lelps tle term focus on botl tle overall goal of tle project and tle iteration tOemerl Tlii may appear to be an easy task, but witl tle ligl rate of orange and tle pressure to deliver quickly, tlt task ir a difficult—and oonstant—o ne.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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