Project Management: GET Connected- Identify and practice behavioural skills for effective project management.
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The document outlines a team-building exercise aimed at enhancing project management skills through collaborative activities under time constraints. Participants learn to work together, communicate effectively, and assume project roles, with a focus on teamwork, cooperation, and managing interdependencies. The activity culminates in reflection on challenges faced and lessons learned, with actionable steps for applying insights to professional life.
Project Management: GET Connected- Identify and practice behavioural skills for effective project management.
- 1. Get Connected: a team building exercise that focuses on Project Management. www.topteambuilding.com
- 2. Learning Intention: Project Management This activity is a great opportunity for people to assume project management responsibilities. Given that the participants will be under a time constraint, effective project management is crucial. During the activity learn how people work together,manage the project, how they assume roles, form alliances and communicate. The only way to successfully complete this activity is to work together and communicate effectively with the other team members. During the activity Participants will learn what they need to do to make the whole project work for everyone. www.topteambuilding.com
- 3. You will have 20 Minutes toWork as a team to connect everyone together, creating a structure with no dead ends. Guidelines: • Everyone must be connected – no free-floating pieces are allowed in the solution. • You must be touching your piece at all times. • To be complete, not only must you all be connected to each other, but also there may not be any dead ends. That is, everyone must be connected to at least two others. • During the activity, if any rules are broken, everyone will break up and begin again. www.topteambuilding.com
- 4. 1/2 way through the project: an AHA moment: someone says: "maybe we should have spent some time planning this project before we started to build!" www.topteambuilding.com
- 5. Here the group begins to separate- those who's ideas aren't being heard start to become disengaged. They form a subcommittee of bystanders, sharing ideas on the sidelines amongst themselves... (mainly critiquing progress but not sharing their thoughts or ideas with the activists.) www.topteambuilding.com
- 6. Project Management • What was the point of this exercise? • Where in your professional life are you dependent on other people, and how do you deal with them? • What was the biggest challenge of this activity? • What did you learn? How can you apply that to your professional life? The intention: develop teamwork, cooperation, and project management skills. www.topteambuilding.com
- 7. Project Management Everyone working on a project uses “project management” skills. Sometimes people are in "official" Project Management roles. Other times, people are part of the project team. www.topteambuilding.com
- 8. Project Management • What was the “project” in this activity? • What role did you assume in relationship to others? • Regardless of which role that was, how did you manage the project overall? • What were the challenges in managing this project? • How did you coordinate and share management with people? Remember to think about how people manage projects and others, regardless of their official role. www.topteambuilding.com
- 9. Project Management Project Management is a set of skills, a position, and ways of being that anyone in any role in a project can assume. How would your organization be impacted if everyone took on project management while also accepting that only certain people have that official role? www.topteambuilding.com
- 10. Concluding Questions • What did you learn about trust, cooperation, teamwork, and project management? • What could have been done differently? • Where in your professional life are you dependent on others? What can you now do differently to overcome the challenges? www.topteambuilding.com
- 11. Concluding Questions How many ways can you apply what you’ve learned in this activity to managing new projects • Based on your new experiences and insights, what could be different in going forward? • What three action steps (with specific, measurable results) will you take this month to begin incorporating what you’ve learned into your daily routine? www.topteambuilding.com
- 12. 8 Steps of Project Management • Agree precise specification for the project - 'Terms of Reference' • Plan the project - time, team, activities, resources, financial - using suitable project management tools. • Communicate the project plan to your project team - and to any other interested people and groups. • Agree and delegate project actions. Assign clearly defined roles and responsibilities • Manage and motivate - inform, encourage, enable the project team. • Check, measure, monitor, review project progress - adjust project plans, and inform the project team and others. • Complete project - review and report on project performance; give praise and thanks to the project team. • Project follow-up - train, support, measure and report results and benefits www.topteambuilding.com
- 13. Guidelines for a Project Specification: • Describe purpose, aims and deliverables. • State parameters (timescales, budgets, range, scope, territory, authority). • State people involved and the way the team will work (frequency of meetings, decision-making process). • Establish 'break-points' at which to review and check progress, how progress and results will be measured. This structure contains no specific heading for costs/budgets - these considerations can be included within 'Constraints' or 'Estimates'. Since projects (and other activities requiring Terms of Reference) vary considerably, there is no standard universal structure for a Terms of Reference document. The responsibility lies with the project manager or leader to ensure all relevan and necessary issues are included. Brainstorming can be a helpful process by which all relevant Terms of Reference criteria can be identified and structured. Be mindful of risks of omission or over-complication that can arise when following standard practice. Terms of Reference headings/sections Background Reporting Dependencies Objectives Scope Estimates Assumptions Reporting Timelines www.topteambuilding.com
- 14. Project Management Key Take-Aways • In order to complete a project successfully, it is often necessary to focus on the whole picture and all of the team members rather than on any one particular piece. • Regardless of your official role in a project, you can communicate clearly with others, manage effectively, and impact the end result. • Regardless of whether “your piece” of a project is complete, your results affect others and you are not really complete until, as a team, you’ve achieved the goals you’ve set. www.topteambuilding.com
- 15. www.topteambuilding.com I'm Deidre Morris, founder of Top Team Building- A leadership development company committed to helping leaders transform their groups into dynamic and productive teams. Providing engaging workshops that improve communication, collaboration & strong culture. Regardless of whether your business is B2B, B2C, working from a P2P (people-to-people) platform is key to success. I bring my experience and expertise from my career of over 22 years in retail leadership, a champion at delivering & teaching superior customer service. My goal is to help you understand & improve the relationship between you, your customers, and your employees. (online or offline). @Deidre_topteam Perform @ YOUR next level of excellence!