Written by authors who have real-world experience of leading teams and major projects, this book explores a new approach to project success: the continuous process of enabling and empowering teams to reach the optimal levels of performance.
For decades, project managers have been asking the multi-million, and sometimes multi-billion-dollar question: why did the project fail? High project failure rates are nothing new and have been well documented, but when project professionals seek answers, they usually return to the original project plan to identify flaws. Yet there is one place where most don't look for the answers: the people. Here is the value gap of the almost untouched area of project team performance management that has the potential to be the next quantum leap in project success.
PMO leaders, change executives, HR professionals, project managers, program managers, and portfolio managers – anyone who leads a team in the project world – will learn how to make this critical investment for any organization which wishes to thrive in the ‘new normal’ project-based economy.
Author(s): Bentzy Goldman, Peter Taylor
Publisher: Routledge
Year: 2023
Language: English
Pages: 129
City: New York
Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Foreword
1. Introduction
Bentzy Goldman
Peter Taylor
The book
2. Part 1: Teams
3. The history of teams
Notes
4. The sociology of teams
5. The case for teams
Why teams are more effective than individuals
The power of teams
Notes
6. It's not all roses
7. Team diversity
Notes
8. Teams of the future
Teams evolve
Notes
9. The human-centric organization
Gen-Z and the future of work
Starting with purpose
Leverage their ideals, turning differences into drivers of change
How it applies to teams
Notes
10. Infusing behavioral science into the workplace
Note
11. Where does this leave us?
12. Team performance
The fundamentals of high-performing teams
Virtual team performance
13. Servant leadership and team performance
Notes
14. Sports psychology and team performance
Continuous measurement means continuous improvement
Team performance from the sports field to the workplace
A good manager is a great coach
Notes
15. The secret superpower of team intelligence
Could this be why some teams fail?
People need to be the priority
Assessing performance > developing teams
Team assessments
The problem with current team assessment methods
An alternative approach
Continue with personality-based assessments
Who is responsible for team development?
What will the future hold?
Notes
16. From assumption to data - introducing team analytics
It starts with getting curious
Turning curiosity into understanding
Turning understanding into action
Curiosity, understanding, and action on an organizational level
Team analytics - what it is
Team analytics - what it is not
Team data, not individual data
Getting insights to the right people when it matters
Empowering managers has never been more important
Why this is critical for managers of project-based teams
Measure your weakness as a manager
Stress
Clarity
From feedback to action
Nudges
How team analytics saves projects
Notes
17. Leveraging AI for team effectiveness
Using AI in our personal lives
Using AI in our work lives
Why now?
Notes
18. Long-term business benefits
19. Conclusion
Note
20. Part 2: Projects
21. Why projects (still) aren't successful
Notes
22. The missing phase of Tuckman's model of team development
The original fantastic four
And then there were the famous five
Life beyond the temporary
Adding the essential sixth sense
Notes
23. Why project teams are simply different to other teams
Notes
24. It's all gone virtual
Notes
25. Creative teaming, when two different worlds collide
An interesting notion
Leveling expectations
Storming before performing
Building cohesion
Note
26. Why does it even matter?
Notes
27. The value of positive teams
Notes
28. People first
Nothing has actually changed
Notes
29. The truth about project team performance
Note
30. It is not big brother
Note
31. How is intelligence extracted from data?
All about the data
Data to find the customer
Notes
32. Project intelligence
Note
33. Part 3: Futures
34. Old way - new way thinking
35. T.E.A.M
Note
36. But this is an HR thing
37. The Goldman-Taylor five principles of progression
1 Acceptance that it's time for a new approach
2 Empowering managers has never been more important
3 This change is critical for all project-based teams
4 Identifying areas for improvement
5 Start today, not tomorrow
Note
38. Part 4: Roadmap
39. How to go about the transformation
Team buy-in
Manager accountability
Sponsorship
Learning and sharing lessons
40. Gaining the team buy-in
Addressing the 'WHY'
Bonus tips
41. Dealing with manager accountability
42. Securing the all-important sponsorship
43. Steps to success
44. A helping hand
45. Team analytics: The future of high-performance teams and project success
Notes
Appendices
Authors
Notes
Index
