As usual, I will be sharing the results in a blog post once the poll closes.
Thanks!
Kiron Saving Changes...
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear Kiron
Interesting topic.
Already have my opinion Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Although I selected "I define them for the team" its not quite that simple. Essentially people are assigned to the team to provide a specific function. As an example, if I were named PM and first on the Team I would look at the project requirements and identify the needs - scheduler, cost controller, risk manager, administrator, procurements, etc. I would then retain team members for those needs. If the Team was created by others and I had no input into personnel I would start by identifying needs, interviewing assigned team members and direct the initial responsibilities. I would also define the initial team relationships within the Project Plan.
That being said, interaction and relationships as well as assignments evolve as the team become familiar with the project complexities and a leader has to have the flexibility to evolve with the team.
In my last PM assignment as an outsider I inherited a team from my predecessor. The team evolved differently with me at the helm based on my experience and management style which brings us to options 2, and 3.
In my opinion option 4 is a non-starter as there are always working rules - sometimes they are just not acknowledged.
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1 reply by Luis Branco
Jun 18, 2022 11:52 AM
Luis Branco
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Dear Peter:
Your comment is very interesting
How to get team members to "buy" (accept and practice) rules and behaviors that are imposed on them?
Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Jun 18, 2022 9:26 AM
Replying to Peter Rapin
...
Although I selected "I define them for the team" its not quite that simple. Essentially people are assigned to the team to provide a specific function. As an example, if I were named PM and first on the Team I would look at the project requirements and identify the needs - scheduler, cost controller, risk manager, administrator, procurements, etc. I would then retain team members for those needs. If the Team was created by others and I had no input into personnel I would start by identifying needs, interviewing assigned team members and direct the initial responsibilities. I would also define the initial team relationships within the Project Plan.
That being said, interaction and relationships as well as assignments evolve as the team become familiar with the project complexities and a leader has to have the flexibility to evolve with the team.
In my last PM assignment as an outsider I inherited a team from my predecessor. The team evolved differently with me at the helm based on my experience and management style which brings us to options 2, and 3.
In my opinion option 4 is a non-starter as there are always working rules - sometimes they are just not acknowledged.
Dear Peter:
Your comment is very interesting
How to get team members to "buy" (accept and practice) rules and behaviors that are imposed on them?
...
1 reply by Peter Rapin
Jun 18, 2022 3:32 PM
Peter Rapin
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This is the challenge of leadership. The need has to define the requirements and be served by the resources and processes. The question really is: "what does the project need?" rather than "what does each team member want to do?". Its not so much what I, as PM, want each team member to do and how, but what the project requires from each team member to achieve success - and its the PM that defines that.
Maybe I'm showing my age but I believe structure is necessary to achieve the objective and that structure starts with the PM.
However, that does not mean a dictatorship or zero flexibility. The PM has to understand the need and the nature of his resources recognizing the importance of 'good fit'. As mentioned in my earlier comment a project, including team relationships and integration, evolves and the PM has to have the depth and flexibility to take advantage.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
The team defined them with my guidance - It was a collaborative effort. Over the years, I felt imposing ground rules can be demotivating for teams so better have them be part of the process. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Jun 18, 2022 11:52 AM
Replying to Luis Branco
...
Dear Peter:
Your comment is very interesting
How to get team members to "buy" (accept and practice) rules and behaviors that are imposed on them?
This is the challenge of leadership. The need has to define the requirements and be served by the resources and processes. The question really is: "what does the project need?" rather than "what does each team member want to do?". Its not so much what I, as PM, want each team member to do and how, but what the project requires from each team member to achieve success - and its the PM that defines that.
Maybe I'm showing my age but I believe structure is necessary to achieve the objective and that structure starts with the PM.
However, that does not mean a dictatorship or zero flexibility. The PM has to understand the need and the nature of his resources recognizing the importance of 'good fit'. As mentioned in my earlier comment a project, including team relationships and integration, evolves and the PM has to have the depth and flexibility to take advantage. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
To be frank, I've been involved with all of the suggestions options. Some of them are no longer used frequently, such as dictating ground rules. Saving Changes...
The team defines them with my guidance. I choose this option. Rules are more effective when the team was part of their formulation. Imposing rules won't show a good result. Saving Changes...
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