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Team Planning for Project Managers and Business Analysts

By Gail Levitt

Auerbach Publications – 2012 – 225 pages

Series: ESI International Project Management Series

Purchasing Options:

  • Add to CartHardback: $69.95
    978-1-43-985543-0
    September 6th 2012

Description

Supplying busy project professionals with time-tested tips and templates for developing teams efficiently and effectively, Team Planning for Project Managers and Business Analystsprovides the planning materials required to increase team collaboration and productivity in a global workplace.

This comprehensive resource offers insights and access to critical resources and tools to create, propose, execute, and evaluate team development plans. Dr. Levitt's insights will enable readers to transform their visions, mission statements, goals, and deliverables into actionable plans for their teams.

Team Planning for Project Managers and Business Analysts evaluates the strengths and performance gaps in each of the five stages of team development—forming, storming, norming, performing, and adjourning—and outlines methods for creating a team development plan and addressing the challenge of gaining upper management commitment.

With a focus on succession planning for the team, Dr. Levitt considers team brain capacity and how to plan for the transfer of knowledge within the organization. In addition to the many templates and guidelines included, the book offers a variety of practical team development guidelines to ensure that team activities, including kick-off meetings and project status reviews, are both engaging and productive.

Reviews

Dr. Levitt has hit the nail on the head with a book full of practical information, clear examples, checklists, and templates for use in effective team planning. Since the human resource stands between you and project success, Dr Levitt covers the behaviours PM’s and BA’s need to know about, their own and those of the team, and how to handle those behaviours. Dr. Levitt explains the what, why, and how of team development planning in an easy to read style. This is not a book of theory, the focus is on practical applications and techniques for immediate implementation. A great reference book every busy PM and BA should have.

Morley Selver, P.Eng IPMA B, The Project Doctor, www.bmoj.com

Dr. Gail Levitt has outdone herself with an interesting read on Team Planning. Her in-depth characterizations of the generations provides practical and engaging information outlining generational work values, cultural experiences and strengths. I found the section on building collaboration particularly useful, and have since put some of Levitt's recommendations into action. … I found myself energized after reading this material, and have incorporated the strategies she outlines into my management style. I highly recommend Levitt's work, and think that it applies to a broad range of skill levels, having practical application in project teams and organizational structure. Her writing style is matter-of-fact and entertaining to read. This material will help business leaders and project managers alike develop team synergies that maximize productivity, teamwork, and success.

—Jason Bedford, Manager - Service and Systems Productivity for Hubbell Canada LP

The many templates and guidelines presented in Team Planning for Project Managers and Business Analysts will help busy leaders, project managers, and business analysts across all industries gain senior management’s support and command the resources necessary to plan their teams’ development to achieve high performance and superior results through effective team collaboration.

Vijay K. Verma, PMI Fellow, PMP, MBA, P.Eng., Manager, Project Management Services, TRIUMF (Canada’s National Research Laboratory, University of British Columbia)

Contents

Team Planning in a Project Environment

The Stereotype of Team Planning

The Truth about Team Planning

Visionary

Methodical

Observant

IQ—Intellectual Ability

EQ—Emotional Ability

Team Planning Skills

Summary: Key Ideas

Evaluating the Team

Team Life Cycle

The Five Team Stages: Task and Relationship Focus

Observing Team Strengths and Gaps

Observing Teams in Conflict

Conflict Levels and the Team Stages

Forming Teams: Hidden and Emerging Conflict

Storming Teams: Emerging and Active Conflict

Norming Teams: Active Conflict and Aftermath

Performing and Adjourning Teams: All Four Levels

Identifying Team Stages: Art and Science

The STARS® Method

STARS®

Summary: Key Ideas

Team Life Cycle

Team Stages

STARS® Method

Creating a Team Development Plan

Protecting Your Project Assets

The Team Development Plan: What Is It?

Team Development Plan Components

Team Vision

Determining the Team Mission

Setting Team Goals

Identifying Team Deliverables

Team "SWOT" Analysis

Performance Indicators

Team Performance Action Plan

Summary: Key Ideas

Team Development Plan

Getting Buy-In for the Team Development Plan

"Selling" the Team Development Plan: Challenges and Opportunities

External Obstacles

Internal Obstacles

Gaining Buy-In and Commitment: The Process

Tips for Influencing Upward

Tips for Influencing Team Members

Influencing Team Members: Communication Guidelines

Providing Continuous Reinforcement

Modeling the Plan

Summary: Key Ideas

The Concept of "Selling" the Team Development Plan

Influencing Successfully

Modeling the Team Development Plan

Influencing Multigenerational Team Members

Teamwork: A Multigenerational Concept

Multigenerational Characteristics

Matures

Cultural Experiences

Work Values

Work Strengths

Baby Boomers

Cultural Experiences

Work Values

Work Strengths

Generation Xers

Cultural Experiences

Work Values

Work Strengths

New Millennials

Cultural Experiences

Work Values

Work Strengths

Team Leadership Preferences

Tips for Engaging Each Generation

Engaging Matures

Engaging Baby Boomers

Engaging Generation Xers

Engaging New Millennials

Generational Alliances and Conflicts

Multigenerational Alliances

Multigenerational Conflicts

Building Multigenerational Collaboration

Summary: Key Ideas

The Generations

Team Leadership Preferences

Building Multigenerational Collaboration

Multigenerational Leadership Essentials

Facilitating Team Development at Meetings

Facilitation Power

Facilitating as a Process

Leading versus Facilitating Meetings

Creating Ground Rules

Sample Ground Rules

Enforcing Ground Rules

Facilitator Competencies

Managing Expectations

Appealing to Styles

The Four D’s

Discussing:

Debating:

Deciding:

Debriefing:

Questioning and Listening

Open Questions

Closed Questions

Clarifying Questions

Keeping Others Focused

Transitions

Internal Previews

Internal Summaries

Signposts

Building Collaboration

Managing Resistance and Conflict

Guidelines for Managing Conflict Responses

Summary: Key Ideas

Facilitating at Meetings: An Essential Team

Development Skill

Team Succession Planning

Evaluating the Team "Brain" of Knowledge

Team "Brain Drain"

Guidelines for Team Knowledge Transfer

To Do:

To Avoid:

Knowledge Transfer Methods

Creating a Team Succession Plan

Team Succession Plan Components

Summary: Key Ideas

The Team "Brain" of Knowledge

Knowledge Transfer Guidelines

Knowledge Transfer Methods

Creating a Team Succession Plan

Leading Team Transformation

Transforming Teams at a Project Level

Leading Transformation: What Is Required?

Supporting the Vision

Communicating the Team Vision

Focusing Teams on the Vision

Benefits of a Transformational Team

Drawbacks for Teams Undergoing Transformation

Team Skills Needed for Transformation

Leading Team Transformation: Best Practices

Why Teams Lose Their Transformative Powers

Summary: Key Ideas

Transforming Teams: Best Practices

The Future of Teams

The Necessity for Team Development Planning

From "Soft" to "Essential"

Changes in Project Team Membership

Trends for PMs and BAs

From Project Specialists to Business Generalists

From Office to Home

From Left Brain to Whole Brain

Becoming More Entrepreneurial

Becoming Relationship Managers

Coaching Peers

Managing Upward

Demonstrating Career Resiliency

Summary: Key Ideas

The Future of Team Development Planning

Appendix

PM and BA Team Planning Competency Assessment

Observing Team Behaviors: Checklist

Team Conflict Observation Guide

Identifying Team Stages Using STARS®

Team Development Plan Template

Team Performance Action Planner

Selling the Team Development Plan: Influencing Conversation Template

Communicating the Team Development Plan: Checklist

Modeling the Team Development Plan

Leading Multiple Generations on Teams: Comparison Chart

Building a Stronger Multigenerational Team: Checklist

Facilitating Team Development at Meetings

The 4D’s Planning Template

Building Team Collaboration Checklist

Team Meeting Facilitation Best Practices Checklist

Team Stages and Activity Goals

Team Competency Needs

Evaluating the Team "Brain" of Knowledge: Checklist

Team Transformation Guidelines

Team Transformation Skill Development Planner

Team Succession Planning Template

Preparing for the Future: Team Development

Checklist

Selected Bibliography

Index

Author Bio

Gail Levitt, Ph.D., is a knowledgeable leadership strategist, facilitator, and coach dedicated to developing global leaders and their teams to perform more efficiently and effectively. She provides a unique perspective as a former marketing administrator, business development strategist, product manager, project team leader, and corporate consultant.

Levitt is president of Levitt Communications Inc., a corporate service organization offering courseware, templates and tools, training, and consulting in leadership communications, especially related to team problem solving, conflict management, collaboration, and influence. Previously, she worked for twenty years for leading organizations in publishing, packaged goods, computers, education, and government, resulting in extensive expertise in leadership and team development pitfalls and best practices. She has spoken extensively at conferences on project management, business analysis, customer service, and team development and has written articles on team leadership issues for professional publications. The recipient of numerous awards for poetry, she has also presented academic papers at the International Conference on the State of Mark Twain Studies at Elmira College for three consecutive years.

Gail Levitt holds a doctorate in cultural studies from the University of Exeter in England. She also earned a master’s degree with high honors in English from the University of Illinois in Urbana-Champagne, and a bachelor’s degree in English from Hobart-William Smith College in Geneva, New York, graduating summa cum laude.

Name: Team Planning for Project Managers and Business Analysts (Hardback)Auerbach Publications 
Description: By Gail Levitt. Supplying busy project professionals with time-tested tips and templates for developing teams efficiently and effectively, Team Planning for Project Managers and Business Analystsprovides the planning materials required to increase team collaboration and...
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