If satisfying work, not money, is the reason more people change jobs, it should be no surprise that individuals who choose their project are more productive. So-called self-organizing teams are not uncommon, but can the benefits of self-selected teams be part of a formal, broader approach to better project management?
This is the fifth article in Dennis Smith's series on organizational project management.
Last month we explored the hub-and-spoke organization. Now we continue evolving the project organization with a look at self-organizing teams, which are the next step after the hub-and-spoke team model. Let’s consider the reasons for their existence, how they are reactively or proactively formed, how they operate, and the role of the teams, leaders and management in their success.
The object of team design is to get the best results from the project team. People are typically the largest business expense, so getting the most return from the investment should be a top priority. While there are many paybacks from a self-organizing team, we will concentrate on three.
1. Information flow and the ability to rapidly make decisions on a self-organized team improves productivity. A self-organized team gathers the people and resources needed to complete the job at hand and usually attracts the effective