HR & Communication in Projects - Weekly Discussion Topics - Coursework Example

HR & Communications in Projects - Weekly Discussion Topics HR & Communications in Projects - Weekly DiscussionTopicsThere are a number of attributes that are considered to be important to a project manager as pertains to the building up of a team. One of these qualities is communication. A project example of the importance of this attribute is that it is important for project manager to communicate in a clear manner as quality written or verbal communication skills will serve to allow these project managers to be able to present the team’s expectations to its members in a manner in which these members can be able to understand.

Bad communication can often result in the failure of a team to attain its objectives (Kliem, 2007). Another important attribute that is vital in the building up of a team is that the project manager should have exceptional organizational skills. A work example of the importance of this attribute is that before and during a project, good organizational skills will help the project manager to plan strategies and objectives that will allow the team members to perform in an optimal manner (Scott, 2014).

It is also important for a project manager to display the attribute of confidence in both his and the abilities of his team. In the course of a project, confident project managers are secure in the decisions that they make concerning the team.There are also a number of attributes which although they are important to a project manager, they are not quite vital in the building up of a team. One of these attributes is effective negotiation skills. Whereas this skill is important in the resolution of workplace conflicts, it is found to not be as important to project managers in building up of a team.

Another attribute that can be considered to not be vital in the building up of a team is empathy. A project example of the relative unimportance of this attribute is that although empathy is important in the everyday management operations, it can be found to not be as important when building up a team. A team performance analysis can broadly be described as the process of evaluating the overall performance of a given team. The analysis seeks to try and establish the failures and successes of the team based on its efforts.

To conduct an effective team performance analysis, there are a set of four key categories that are analyzed (Thompson. 2008). Each of these categories covers a number of key questions that must be answered before a project manager can be able to know how to plan for the future effectiveness of the team performance these categories are:Productivity: In conducting a team performance analysis, this category raises questions that seek to establish if the team has a clear goal, the possible factors that could inhibit the members of the team from working together in future, and if the team output is able to sufficiently meet the client’s output (Sundar, 2012).

Cohesion: During a team performance analysis, this category seeks to establish if the members of the team enjoy working together through collaboration, if these individuals work like a group or team and what is the condition of their relationship.Learning: This category of the team performance analysis seek to ascertain if the team members are developing and growing as a result of their team experience, what factors are blocking their personal goals and if the team members have been provided with the opportunity to affirm themselves and improve their skills (Sundar, 2012).

Integration: This category questions how the team is able to benefit from the firm, the department that the team affects and establishes if the team’s culture affects its integration. During a project’s team performance analysis, each of these criteria should be weighted equally as the categories support each other. A project example of this is that if a team fails in any one of these categories, it will be difficult for the team to performance effectively in the other categories and this will eventually affect the team’s overall performance.

ReferencesKliem, R. L. (2007). Effective communications for project management. CRC Press.Scott, S. (2014). The 10 Effective Qualities of a Team Leader. Retrieved from http://smallbusiness.chron.com/10-effective-qualities-team-leader-23281.htmlSundar, B. S. (2012). Ingenious Project Management on Teamwork & Cultural Barriers in William Estate Construction. International Journal of Research in Social Sciences. (2)2. 137-169Thompson, L.L. (2008) Making the team, 3rd edition. United States, Pearson prentice hall.