Lecture 5- How to Manage a Team

8/3/2019 Lecture 5- How to Manage a Team

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Lecture 5.

How to Manage a Team

1. Understand the goals and expectations that your managers have for your team. Educate your teamabout the objectives by communicating clearly about their roles, responsibilities and deadlines.

2. Assess the strength and weakness of each team member by initially assigning simple work. Evaluate

their performance and their ability to meet the deadline. Delegate work accordingly based on the skill

and interest level of each person.

3. Give clear instructions as to what is expected out of the team member and follow through as required

instead of micromanaging. A clear understanding of the requirements encourages the employee to liveup to your expectation, feel accountable in executing the tasks and solve issues proactively.

4. Take responsibility for the team and acknowledge their efforts in meetings. A boss that sticks up forhis team creates loyalty and motivates the team members to go the extra mile for the team's success.

5. Handle problems and changes effectively. Request feedback from the team and incorporate their

suggestions in your decisions. This input encourages them to value their role in the workplace.

6. Treat the team members with respect and remain courteous while correcting their mistakes. Be

friendly and approachable to them. Understand and be accommodating of their family commitments

and difficulties.

Project management failures are due to the following results:

Unrealistic or unarticulated project goals

Inaccurate estimates of needed resources


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Badly defined system requirements

Poor reporting of the project's status

Unmanaged risks

Poor communication among customers, developers, and users

Use of immature technology

Inability to handle the project's complexity

Poor project management

Stakeholder politics

Commercial pressures

Project management triangle

Projects need to be performed and delivered under certain constraints. Traditionally, these

constraints have been listed as "scope," "time," and "cost". These are also referred to as the

"project management triangle", where each side represents a constraint. One side of the triangle

cannot be changed without affecting the others

The time constraint refers to the amount of time available to complete a project. The cost

constraint refers to the budgeted amount available for the project. The scope constraintrefers to what must be done to produce the project's end result. These three constraints areoften competing constraints: increased scope typically means increased time and

increased cost, a tight time constraint could mean increased costs and reduced scope, and

a tight budget could mean increased time and reduced scope.

The discipline of project management is about providing the tools and techniques that enable the

project team (not just the project manager) to organize their work to meet these constraints
http://en.wikipedia.org/wiki/Project_management_trianglehttp://en.wikipedia.org/wiki/File:The_triad_constraints.jpghttp://en.wikipedia.org/wiki/Project_management_triangle


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Problem management

Problem management aims to resolve the root causes of incidents and thus to minimize the

adverse impact of incidents and problems on business that are caused by errors within the

projects, and to prevent recurrence of incidents related to these errors. A 'problem' is an unknown

underlying cause of one or more incidents, and a 'known error' is a problem that is successfullydiagnosed and for which either a work-around or a permanent resolution has been identified.

Aproblem is a condition often identified as a result of multiple incidents that exhibitcommon symptoms. Problems can also be identified from a single significant incident,

indicative of a single error, for which the cause is unknown, but for which the impact is

significant.A known erroris a condition identified by successful diagnosis of the root cause of a

problem, and the subsequent development of a work-around.

Problem managementdiffers from incident management. The principal purpose ofproblem

managementis to find and resolve the root cause of a problem and thus prevent further incidents;the purpose ofincident managementis to return the service to normal level as soon as possible,with smallest possible business impact.
http://en.wikipedia.org/wiki/Work-aroundhttp://en.wikipedia.org/wiki/Work-around

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Lecture 5- How to Manage a Team