Any team will be comprised of a number of "In groups" which may
not relate to each others and may cause fractions to form. These
differences can be good, so we should try and maintain the
current "in groups " and add the teams as a over arching "in
Group" ie its not 'in' or 'out' it can be 'in' within 'in'.
Comms within the team and external should not be in one style,
visuals, bullets points, detail briefs, weekly briefings, email round
robins, should all be considered, with exceptions being aligned to
the consensus agreed method. ( That's the point of the drawings)
- Agree due process within team
Agree a consensus as stick to it ( although having regular reviews
- Why moves you up, How moves you down
In getting agreement, as you going up the decision tree the
question to address is why you are doing it, as you come down
the question to address is how.
Does the PM have ALL the necessary skills required, Is the skills
gap understood and can other members of the team cover the
gaps. Playing to each other strengths. Very often the emphasis is
on the planning , contracts still however relationship and
motivations ability is the most important skill to develop.
o Hard (Book) versus Soft Tough (Experiential)
As with any skill, for some people it is easier to learn than others,
whilst hard skills cam be practiced and refined " off line " Soft, or
relationship skills are harder to practice and refine off line and can
have negative results whilst practicing on line and are therefore
more difficult to refine. Also because of the soft nature of the
skills it is more difficult to get company buy in to the training and
the output is harder to measure.