This chapter described four processes from the Executing process group: Direct and Manage Project Execution, Acquire Project Team, Develop Project Team, and Manage Project Team.

In Direct and Manage Project Execution, the project plans come to life. Activities are authorized to begin and the product, result, or service of the project is produced. Status review meetings are held to inform stakeholders of project progress and updates.

Acquire Project Team involves negotiation with other functional managers, project managers, and organizational personnel to obtain human resources to complete the work of the project. The project manager might not have control over who will be a part of the team. Availability, ability, experience, interests, and costs are all enterprise environmental factors that should be considered when you are able to choose team members.

Develop Project Team involves creating an open, inviting atmosphere where project team members will become efficient and cooperative, increasing productivity during the course of the project. It's the project manager's job to bring the team together into a functioning, productive group.

Team development has five stages, according to the Tuckman-Jensen model: forming, storming, norming, performing, and adjourning. All groups proceed through these stages, and the introduction of a new team member will always start the process over again.

Co-location is physically placing team members together in the same location. This might also include a common meeting room or gathering area where team members can meet and collaborate on the project.

Several motivational theories exist, including reward and recognition, Maslow's hierarchy of needs, the Hygiene Theory, the Expectancy Theory, and the Achievement Theory. These theories conjecture that motivation is driven by several desires, including physical, social, and psychological needs, anticipation of expected outcomes, or needs for achievement, power, or affiliation. The Hygiene Theory proposes that hygiene factors prevent dissatisfaction.

Leaders inspire vision and rally people around common goals. Theory X leaders think most people are motivated only through punishment, money, or position. Theory Y leaders think most people want to perform the best job they can. The Contingency Theory says that people naturally want to achieve levels of competency and will continue to be motivated by the desire for competency even after competency is reached.

Leaders exhibit five types of power: reward, punishment, expert, legitimate, and referent power.

Communication skills are the most important skills a project manager exercises. People who send messages are responsible for making sure the messages are clear, concise, and complete. Receivers are responsible for understanding the messages correctly and making sure they've received all the information.

Listening skills put speakers at ease. Several techniques tell your speaker you're listening attentively, including making eye contact, nodding, asking clarifying questions, and limiting interruptions.

Manage Project Teams involves tracking and reporting on project team member performance. Performance appraisals are performed during this process and feedback is provided to the team members.

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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