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Yes, team members not committed to the project have a significant impact on Project Management and Project Outcomes.
I could probably write a book on this subject, but I'll try to keep it short and hopefully still get my point across.
Please keep in mind that I work for a smaller organization and probably have it easier than someone working as a consult or more extensive organization.
Here is what I do to try to avoid any discontent and keep people committed:
1. I ask department managers to point out which person they believe is the right person to join the new project; I do this by e-mail or by talking to them for 3 minutes face-to-face.
2. I make sure to sit down with each team member for 15-30 minutes and interview them on what they expect their role in the project will be, and the needs of their workstream.
3. During the Kick-off meeting, I am transparent in what I am expecting and who owns what.
- During this meeting, I make it a point to tell my team members that they may already have expressed, or are feeling they should be involved in tasks assigned to another workstream. If this is the case, I ask them to talk to each other and agree on to what extent they should collaborate. It may be small things like approval of print or copy, but it takes away some feeling of worry.
- Since I already have done the introduction and explained the project, this takes me around 2 min, unless I get a lot of questions.
4. I make sure to encourage them to come to me if there are any issues, concerns, hold-ups. My office door is always open (literally).
5. I ask them to tell me if they feel like they should not be part of the project team. I also make it a point to explain why I want them to tell me. If you are not, or for some reason, can't be committed to this project, it is better for everyone involved that someone else takes the lead for that workstream.
To summarize, I take team commitment seriously.
