Real Project Teams Bring Real Project Success

Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.

Ever wonder what happened to management's commitment to growing and fostering winning teams?  Why it is that today, CEOs and CIOs are reducing their investment in team-building.  Are teams another casualty of over-exuberant cost control or a reflection of management's attitude that talent is just another plug-and-play commodity?  Is there a connection between sustainable success in delivering IT projects and tight and cohesive teams?

In my experience, part of the formula for delivering incredible value on IT-centric projects is the quality of the team doing the work.  Unfortunately, it seems that more and more projects are resourced using a talent pool concept where people are thrown together based on credentials without much regard as to their collective chemistry, which in turn does little to foster a winning team environment.  Once the project is over, the players go on their merry way perhaps never to work together again.  Thus, there is little emotional connection to the project, little or no buy-in by the "team" to the project or each other; in short no investment other than just performing assigned tasks.  Is it any wonder that project costs are increasing and project successes decreasing?  Imagine any sport where at each game a team was assembled based on talent (like all-star games) and not based on their ability to …

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