Developing Project Teams in a Complex Project

 

Food shortages, climate change, social unrest, and public health crises are just a sample of the complex situations we face in the world.  A team of professionally trained experts is often assembled to produce knowledge or carry out a project to address these issues. This team may be comprised of several leaders known in their fields for solving complicated, multi-factorial problems. The team may also involve members of the sponsoring non-profit organization (NPO) or non-governmental organization (NGO).

Along with expertise, the team members bring their own professional values and worldviews to the context of the project. Within their individual environments, the typical steps taken in a project may be linear with predictable outcomes. In contrast, the emergent situation that is characteristic of a disaster or crisis is unpredictable and complex. This is true whether the situation is acute or results from a slow build-up of pressure from external forces.

Developing effective project teams is one of the primary responsibilities of the project manager⁽¹⁾, and in complex environments, this is all the more challenging. 

The Develop Project Team process described in the Project Management Institute’s guide to the Project Management Book of Knowledge (PMBOK) provides a framework to help the project manager improve teamwork and overall project performance. The project manager is encouraged to acquire and apply the skills needed to “identify, build, maintain, motivate, lead, and inspire” the dynamic project team. Having an understanding of the complexity of the team-- or, their patterns of relationships, interactions, and behaviors--can be helpful in managing their diverse personal, cultural, and industry experiences.  The science of team science (SciTS) helps us understand that complexity and the “factors that maximize the efficiency, productivity, and effectiveness of team science initiatives” ⁽²⁾. While the emerging fields of complexity science and SciTS  focus on scientific endeavors, the multidisciplinary approach to solving the world’s complex problems often involves collaboration of technical experts in various fields and is a rising trend in many disciplines⁽³⁾. A project manager can use concepts of complexity and team science to enhance the skills and knowledge needed for developing a multidisciplinary team.

Using the seven characteristics of work relationships⁽⁴⁾ together with guidance from the PMBOK⁽¹⁾ , the project manager can lead the team through the obstacles of complex situations:  The challenge for the project manager is to bring together the heterogeneous inputs from various team members and guide the team to support the overall goals of the project and the function of the organization. In turn, the sponsors and champions of the project must provide an environment for quality interactions between the individuals and the broader stakeholder community. The responding project team must keep in mind that predicting the long-term impact of the project on a complex situation may be impossible even when the variables and the relationships among the variables are known. This is the very nature of the complex system.

Project managers can help bring the team, sponsors, and other stakeholders together and build confidence by celebrating every win and learning from the unpredictable outcomes.

When faced with a complex challenge, what steps do you take to quickly develop the group into a highly functioning team?

REFERENCES:

1. Project Management Institute (PMI). (2013). A guide to the Project Management Book of Knowledge (PMBOK®) – fifth edition. Project Management Institute, Inc.: Newtown Square, PA.
2. Stokols, D., Hall, K.L., Taylor, B.K., and Moser, R.P. (2008). The Science of Team Science: Overview of the Field and Introduction to the Supplement. American Journal of Preventive Medicine 35, S77–S89.
3. Wuchty S, Jones B, Uzzi B. The Increasing Dominance of Teams in Production of Knowledge. Science. 2007 May 18;316(5827):1036-1039.
4. Martin, C. M., & Sturmberg, J. P. (2013). Handbook of Systems and Complexity in Health. New York: Springer.

Romiya Barry is a clinical research professional using the project management framework to improve patient care and community health.  She is recognized by the Association of Clinical Research Professionals and PharmaTimes Inc. for her leadership in clinical project management. Romiya is on the Board of Directors for Health Horizons International, a healthcare NGO serving communities in the Dominican Republic. Connect with her here and on LinkedIn!