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	<title>PMServicesNW &#187; Teams</title>
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		<title>9 Ways to Influence Your Project Team</title>
		<link>http://www.pmservicesnw.com/2011/04/9-ways-to-influence-your-project-team/</link>
		<comments>http://www.pmservicesnw.com/2011/04/9-ways-to-influence-your-project-team/#comments</comments>
		<pubDate>Sun, 10 Apr 2011 16:20:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2759</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Authors Thamhain and Wilmon presented 9 ways to influence project teams (Information Technology Project Management, Fourth Edition”.  Here’s a brief summary: Authority The legitimate hierarchical right to issue orders Assignment The project manager&#8217;s perceived ability to influence a worker&#8217;s later work assignments Budget The project manager&#8217;s perceived ability to authorize others&#8217; use of discretionary funds Promotion The ability to improve a worker&#8217;s position Money The ability to increase a worker&#8217;s pay and benefits Penalty The project manager&#8217;s ability to cause punishment Work Challenge The ability to assign work that capitalizes on a worker&#8217;s enjoyment of doing a particular task Expertise The project manager&#8217;s perceived special knowledge that others deem important Friendship The ability to establish friendly personal relationships between the project manager and others   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Characteristics of a Dysfunctional Team</title>
		<link>http://www.pmservicesnw.com/2011/02/characteristics-of-a-dysfunctional-team/</link>
		<comments>http://www.pmservicesnw.com/2011/02/characteristics-of-a-dysfunctional-team/#comments</comments>
		<pubDate>Sun, 06 Feb 2011 05:32:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[Dysfunctional Team]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2552</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP  Here are a few characteristics of a dysfunctional team: Poor communication Lack of motivation Lack of mutual respect and/or trust People talk at meetings saying the same thing again and again Status meetings become gripe sessions Dissatisfaction with work Meetings that go on and on   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Characteristics of an Effective Team</title>
		<link>http://www.pmservicesnw.com/2011/01/characteristics-of-an-effective-team/</link>
		<comments>http://www.pmservicesnw.com/2011/01/characteristics-of-an-effective-team/#comments</comments>
		<pubDate>Sun, 30 Jan 2011 05:26:30 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[Effective Teams]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2547</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here are a few characteristics of an effective team: Team members have a sense of belonging and purpose Team members cooperate to make decisions Creative problem-solving Conflicts are resolved easily Enthusiasm Commitment Job satisfaction Well-planned and well-controlled meetings   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects. Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Project Roles and Responsibilities</title>
		<link>http://www.pmservicesnw.com/2010/12/project-roles-and-responsibilities/</link>
		<comments>http://www.pmservicesnw.com/2010/12/project-roles-and-responsibilities/#comments</comments>
		<pubDate>Thu, 16 Dec 2010 03:58:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[project roles and responsibilities]]></category>
		<category><![CDATA[roles and responsibilities]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=337</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The following are project roles and responsibilities: Project Sponsor &#8211; A person or group that provides the financial resources for the project.  The sponsor has authority over the project, approves scope changes, provides high-level direction, and champions the project. Steering Committee &#8211; Provides assistance in resolving issues that arise beyond the project manager’s jurisdiction. Stakeholder &#8211; A stakeholder is any individuals or organizations, internal or external to the project that has an interest in the project or may be affected by the project activities or deliverables. Project Manager &#8211; The project manager is responsible and accountable for the successful completion of the project.  The project manager provides team leadership and creativity in the project planning, execution, control and close out activities.  The project manager sets objectives and priorities for the project staff, assign and reviews tasks, performance, and staffing requirements. Team Member - The individuals reporting to the project manager responsible for some aspect of the project activities. Customers - Customers or clients are the people, groups, or organizations that are the direct beneficiaries of the project or service Vendors – Vendors are contracted to provide materials, services, or additional manpower that the project requires [...]]]></description>
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		<title>Project Stakeholders</title>
		<link>http://www.pmservicesnw.com/2010/12/project-stakeholders/</link>
		<comments>http://www.pmservicesnw.com/2010/12/project-stakeholders/#comments</comments>
		<pubDate>Thu, 02 Dec 2010 20:33:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Management]]></category>
		<category><![CDATA[Teams]]></category>
		<category><![CDATA[pm stakeholders]]></category>
		<category><![CDATA[project stakeholders]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=278</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The PMBOK defines project stakeholders as a, “Person or organization (e.g. customer, sponsor, performing organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project.  A stakeholder may also exert influence over the project and its deliverables.” In other words, a stakeholder is an individual(s) or organization(s) involved in the project that may be affected positively or negatively by its outcome. Because stakeholders play such a prominent role in project success, the project manager should be aware of a few stakeholder details: Stakeholders Include Project sponsor Project team Support staff Customers Users Suppliers Opponents to the project Stakeholder Expectations Stakeholders have different expectations Expectations may compete CXO Expectations Low cost High profitability Minimal resources Client Expectations Low cost High quality Fast delivery Project Manager Expectations Ample time Reasonable schedule Adequate resources About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Project Team Conflict</title>
		<link>http://www.pmservicesnw.com/2010/11/project-team-conflict/</link>
		<comments>http://www.pmservicesnw.com/2010/11/project-team-conflict/#comments</comments>
		<pubDate>Tue, 02 Nov 2010 13:33:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[conflict resolution]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project team conflict]]></category>
		<category><![CDATA[project team conflict resolution]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=46</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project team conflict can be healthy because it tends to strengthen the team after it is resolved.  Conflict forces people to confront a situation, identify causes, and look for solutions.  Understanding the nature of conflict and how to resolve it is just another tool that should be in every project manager’s toolbox. Nature of Conflict The BussinessDictionary.com defines conflict to be, “Friction or opposition resulting from actual or perceived differences or incompatibilities.”  In other words, conflict is a disagreement where the parties involved perceive some threat to their needs, interests, or concerns resulting from: Varied perspectives on the situation Differing belief systems and/or values Differing interests and/or objectives As a result, conflict arises when one or more parties view the current system or situation as “not working” and seeks to impose their needs, interests, or concerns on the other parties.  Unresolved conflict between project team members can result in undesirable consequences and/or project failure. Benefits of Conflict When finally resolved, conflict results in a new condition that enables the team to do things differently in the future.  Benefits of conflict include: Better ideas The team is forced to search for new approaches or solutions Team [...]]]></description>
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		<slash:comments>9</slash:comments>
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		<title>Team Development</title>
		<link>http://www.pmservicesnw.com/2010/10/team-development/</link>
		<comments>http://www.pmservicesnw.com/2010/10/team-development/#comments</comments>
		<pubDate>Sun, 31 Oct 2010 13:02:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[PMP]]></category>
		<category><![CDATA[project team development]]></category>
		<category><![CDATA[team development stages]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=49</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Project teams are usually assembled based on the skills, experience or knowledge required to complete the current project.  When the project is completed, the team is disbanded as one of the final project activities during the closeout phase. As a project team comes together, it is likely that there will be people on the team who have worked together before, just as there may be people on the project team who have never met.  Because projects are temporary, the relationships that form between team members are also viewed as temporary and are created or reestablished for each new project. While everyone on the team may accept and embrace the purpose, mission, or project objective, not everyone on the team will share common values, practices, methods and approach.  This, together with competition between team members fosters an environment where conflict occurs. Building and developing a project team usually goes through 5 distinct stages: forming, storming, norming, performing, and adjourning. Forming When the team is formed during project initiation, members cautiously explore the boundaries of acceptable group or individual behavior.  Introductions are made and people attempt to understand the project requirements and their individual roles in achieving [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>The Peter Principle</title>
		<link>http://www.pmservicesnw.com/2010/10/the-peter-principle/</link>
		<comments>http://www.pmservicesnw.com/2010/10/the-peter-principle/#comments</comments>
		<pubDate>Tue, 12 Oct 2010 07:55:38 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[peter principle]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2022</guid>
		<description><![CDATA[&#8220;In a hierarchy every employee tends to rise to his level of incompetence&#8221; (Dr Laurence Peter, 1919-90, Canadian academic, from the 1969 book, The Peter Principle, written by Dr Peter and Raymond Hull &#8211; Peter was the academic; Hull the writer) Far from being an indictment of people, Laurence Peter&#8217;s ideas were mostly focused on the weaknesses of typical organizations, and the threat that they present to the well-being of their people. Laurence Peter and Raymond Hull&#8217;s 1969 book The Peter Principle is a study of hierarchies (Peter coined the scientific term &#8216;hierarchiology&#8217;) and how people behave within them in relation to promotion and competence. Laurence Peter also asserted that, &#8220;Work is accomplished by those employees who have not yet reached their level of incompetence&#8221;, although he places the blame on organizations, not employees, and urges people to prioritize their health and happiness rather than struggle to meet the unhealthy demands of a promotion-too-far, in an uncaring hierarchy. Although written in 1969, The Peter Principle contains perspectives that resonate even more strongly today. Notably Laurence Peter observed that bosses who are competent in their roles tend to assess employees according to their output and results, whereas incompetent bosses tend to [...]]]></description>
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		<title>Do You Have a Team Contract?</title>
		<link>http://www.pmservicesnw.com/2010/10/do-you-have-a-team-contract/</link>
		<comments>http://www.pmservicesnw.com/2010/10/do-you-have-a-team-contract/#comments</comments>
		<pubDate>Wed, 06 Oct 2010 06:58:46 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Teams]]></category>
		<category><![CDATA[Team contract]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2007</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP A team contract outlines the rules governing how a project team will interact during the course of their project.  It is not a legal document per se, but more of an agreement in principle that provides a common understanding of acceptable behavior between team members throughout the project. Introducing a team contract during the forming stage of team development can help team performance.  Benefits may include the setting of clear expectations, promoting buy-in, commitment and agreement to a common set of team values. Team contracts should be customized to meet the needs of the project and the team.  Ask the team to help write the contract.  Remember the KISS principle and keep it simple.  Here are a few suggestions to get you started: Team Contract Participation We will: Be open and honest Encourage team work Be open to all ideas Attend project meetings Communication We will: Agree on the best way to communicate various information Focus on problem solving Not blame others Present ideas clearly Problem Solving We will: Actively participate in solving problems Use constructive criticism Solve problems in a timely manner and not let them pile up Meetings We will: Arrive on time [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>5 Basic Features Of Good Project Manager</title>
		<link>http://www.pmservicesnw.com/2010/09/5-basic-features-of-good-project-manager/</link>
		<comments>http://www.pmservicesnw.com/2010/09/5-basic-features-of-good-project-manager/#comments</comments>
		<pubDate>Sun, 19 Sep 2010 01:53:37 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Teams]]></category>
		<category><![CDATA[project manager features]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=656</guid>
		<description><![CDATA[The project manager has great role to play in managing the projects to get the better productivity, ease operation and well focused to the target market. There are different skills require to manage the project smoothly. The characteristics of good manager should be defined with five main criteria like managerial, communication, leadership, team management and ability to perform the resolving the problems. 1. The good project manager should manage different task at a time to keep eye on the activity and development of the projects. The good manager should manage different tasks like design, scheduling, contracting, documentation, communications and reporting. All the information should well managed to handle the project successfully. 2. Team building is one of the essential aspects in the project management to get the proper output from the team. You must have to integrate the team to solve the problems. 3. The project manager is the one point where the team totally relies on the approach and action of the project manager. The project manager should give proper guide and give direction to the team to fulfill the goal of the project. 4. The third most important role of the project manager is to communicate with the [...]]]></description>
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