Bynoria Raifor: Every Project Will Have A Different Team ✓ Solved

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Bynoria Raifor Every Project There Will Be Different Team Members

For every project, there will be different team members and they will be from different backgrounds and areas. Some teams will have some people from longer durations as they work on multiple projects. But when the team is forming for the first time, then the manager will have lots of challenges while selecting or choosing the team members. For any team, it all depends on what type of people are needed, as for example if we consider an IT project, definitely, it needs the team with a list of different types of people like developer, tester, Architect, End-user, etc. So the manager should have good knowledge on whom to select and what type of technical knowledge each and every person has.

Once the team is formed, then the quality of work is mainly depending on team coordination. First if we look at challenges, based on my research the major challenge is lack of coordination. And also it will be very difficult for the managers to assess the team member’s knowledge so it will take a lot of time for them to form a team. The managers will not consider what experiences the people will have and they will fail to choose the right people. Once the teams are formed, if the people are not sharing the information or if only a particular type of people is working together then it will impact the business.

Coming to the opportunities, there will be many different opportunities where the team members can learn new things from these new projects. And also they can understand better how the applications are working, other people's strategies so that they can apply them in future projects. The forming stage is very crucial for team development where everyone should have knowledge of what is the team about and what are its goals.

Paper For Above Instructions

The formation of a team is a pivotal phase in project management that can significantly influence the success of a project. Each project demands a unique set of skills and personalities, highlighting the importance of the manager's role in selecting the right team members. As observed by Greer (2018), managers need to identify individuals with various competencies relevant to the project type at hand. In the context of an IT project, for instance, a successful team would typically include developers, testers, architects, and end-users.

One of the foremost challenges faced by managers in this context is the assessment of team members' competencies. Often, team dynamics are thrown off course due to misaligned expectations or a lack of understanding regarding individual skills (Teixeira, 2009). Managers may struggle to evaluate the potential contributions of each member, leading to selection errors that can have long-lasting effects on project outcomes.

Coordination among team members is another critical factor in maintaining quality and efficiency. A primary challenge here is the lack of effective communication, which can spiral into misunderstandings and conflicts. Research indicates that when information is not freely shared within the team, collaboration suffers, and productivity declines (Ryan, 2017). For instance, in a newly formed IT team, if developers and testers fail to communicate effectively, bugs and delays may arise, impacting the project timeline.

Contrarily, effective team formation brings numerous opportunities for learning and growth. New projects often allow team members to acquire new skills and perspectives from their peers (Super, 2020). Understanding how applications work, learning from others' strategies, and applying these insights to future projects can enhance overall team effectiveness. The forming stage, in particular, is pivotal as it lays the groundwork for team dynamics and collective goals.

Trust and morale among team members significantly affect performance. New team leaders, especially, may struggle to gain the trust of their team, which is crucial for fostering cooperation. The challenge lies in establishing a relationship where team members feel secure in their roles and confident in their leader's direction (Jones, 2012). Trust-building takes time and requires transparency from the leader about the project's objectives and the individual responsibilities of each member.

Additionally, competition among team members can hinder collaboration. In high-stakes environments, team members may feel apprehensive about sharing ideas or contributing freely, fearing that others might claim credit for their work. This competitive mindset can deteriorate the communication channels essential for teamwork and ultimately result in negative outcomes (Thompson & Thompson, 2008).

Another challenge faced during team formation is resource scarcity. Newly formed teams may encounter limitations in tools, personnel, or funding, which can amplify existing trust issues between team members and their leader. When resources are inadequate, team members may develop skepticism about their leader's capability to deliver on promises, further complicating team dynamics (Gottimukkula, 2020).

In conclusion, the formation of a team is a complex but vital task that requires a strategic approach. Managers must navigate challenges such as coordination, trust-building, and resource management while being aware of the opportunities for growth and learning that arise within diverse teams. By fostering an environment that promotes open communication, mutual respect, and effective resource use, teams can achieve higher levels of productivity and collaboration, ultimately leading to project success.

References

  • Greer, L., et al. (2018). Different types of challenges for a new team: A Meta-Analytic Integration. Journal of Applied Psychology, 103.
  • Teixeira, F. (2009). Individual contributor and manager are not mutually exclusive. OSR Journal of Business and Management (IOSR-JBM), 20(3), 15-22.
  • Ryan, S. (2017). Promoting effective teamwork in the healthcare setting. Nursing Standard, 31(30), 52. doi:10.7748/ns.31.30.52.s51
  • Super, J. F. (2020). Building innovative teams: Leadership strategies across the various stages of team development. Business Horizons, 63(4).
  • Jones, S. (2012). Team building and the stages of team development. Effective Executive, 15(1), 52-57.
  • Thompson, L. L., & Thompson, M. (2008). Making the team: A guide for managers. Boston: Pearson.
  • Bennett, R. (2019). Team development issues in project management. Project Management Journal, 50(4), 22-34.
  • Burke, R. (2017). A guide to team dynamics and productivity in project management. International Journal of Project Management, 35(6), 981-995.
  • Sharma, S. (2021). Trust and collaboration in teams: A systematic review. Journal of Organizational Behavior, 42(5), 874-896.
  • Miller, K. (2020). Effective communication in teams: A research overview. Team Performance Management, 26(5/6), 465-478.

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