Selecting_a_Project_Team

Selecting a Project Team Joseph E. Parker Jr. Colorado Technical University Online MPM332-1101A-03 Instructor: H. Wegwerth January 11, 2011 Selecting a Project Team My manager has made me his selection to fill the position of Project Manager for the implementation for LRH Manufacturing’s new training program. My focus now will be to organize a strong project team to help me in coordinating and put into operation this training plan. The Marketing Department is willing to assign Jonathan to the project team, being that he has a high level of competence in the subject matter at hand, as well as the availability to commit his time and efforts to. I will have to approach Jonathan with a sensitive and tactful way seeing that he has a reputation of rebelling against the grain, in regards to business operations and bureaucratic procedures that will need to be followed. In keeping Jonathan aligned to the project objectives and goals, I have formulated a reflective analysis on ways I will keep his interests and attention on his responsibilities to the project. I have learned, through academics and past experiences, humans have a basic need for approval, especially from their leaders (Lewis, 2003, p. 54). Keeping this general rule in mind, I will show a sincere and positive confirmation to Jonathan’s and all the team member’s accomplishments and hard work toward the project objectives and goals. Positive reinforcement will always be a mainstay in my managerial approach to motivating my team members. I have also decided that in leading this project team, I want to make sure that the team feels included in all aspects of the project plan. Inclusion will aid the team in gaining a sense of belonging. I genuinely feel that this sense of belonging will give the team, especially Jonathan, a boost in pride and quality of work performed knowing that they are appreciated for their contributions to the project. In deciding what tasks will each member be assigned to I will try and match skills and proficiencies with the task assignment. I already know Jonathan’s area of expertise so I will most assuredly allow him some leeway in the way he completes his responsibilities to the team and the overall project. This approach, I hope, will show Jonathan how much his knowledge and skills are respected by me. Before I make final selections for the project team, I want to carry out one-on-one sessions with those individuals to explain the project and the goals and objectives to successfully bring closure to the project. During these sessions I will be afforded the opportunity to evaluate the attitudes and skill levels of these candidates so I can formulate how my managerial approach will need to be toward each individual team member. Also in keeping a general democratic and open leadership approach, I will initiate a round table forum with the selected members to charter a consensus agreement for guidelines and rules for all members to follow during the life cycle of the project. Jonathan and the whole project team will be explained to about the benefits that they will receive for their participation on this project. This project will give rise to new knowledge and team building skills to each member’s portfolio, but it will also give them recognition to LRH’s Senior Management team that can be most beneficial in their career paths at our organization. The project itself will also receive benefits from Jonathan and the other team members through their dedication and commitment to complete a successful project. Jonathan and his colleagues will bring on board a high level of knowledge and skills that will increase the probability of a grand training program that the whole organization at LRH Manufacturing will be able to participate and take pride in. I expect Jonathan to share his vast knowledge to all team members and myself alike. After winning his trust, I respectfully believe he will be a willing teacher and a major contributor to implementation for this new training initiative. My reflection on the basic culture within the LRH organization brings to mind some obstacles that may arise from this project. I have learned that people have different attitudes toward change and many are negative. I expect these same opinions and attitudes to be realized at levels here at LRH as well. The different departments may not want to give up their employees to work on the project whatever the reason may be. These departments with their managers may feel they cannot afford to give up personnel, citing that workloads and demands are greater in their area. I have come to resolve that I may have to organize a schedule for part-time participation from some team members. This resolution, I anticipate, will help the different departments in their attitudes to sharing essential personnel for the project. Another obstacle that may arise is employee buy-in for the training program. The initial attitudes may be “why make changes if it works already” or “I do not have time to learn a new way”. For whatever reason that may negate a positive outlook, I and the team will construct a user friendly training method and system to educate the whole organization’s employee pool on the benefits and uses of the new training initiative and program. I feel confident that the personnel at LRH Manufacturing will agree and respond with a more positive and open-mindedness once they take the time to be trained and learned on how to use the new system. References (Lewis J P 2003 Project Leadership)Lewis, J. P. (2003). Project Leadership. New York, NY: McGraw Hill. If you need to type anything after the reference list then start it on this page