Working and Writing in Group

8/17/2019 Working and Writing in Group

1/58

1

WORKING AND

WRITING IN GROUP


2/58

An Effective Team / Group “A small numer of people !it"

complementar# s$ills !"o are committe% to a

common purpose& performance 'oals& an%approac" for !"ic" t"e# "ol% t"emselves

mutuall# accountale()

** Kat+enac" , -mit"

2


3/58

Group "as tas$s/o.ectives Group !or$s on tas$s( In%ivi%ual are assi'ne%

su*tas$s !"ose accomplis"ment contriutes to

t"e accomplis"ment of t"e o.ectives0( In most cases& !"en !or$in' on tas$s #ou are

activel# !or$in' !it" ot"er in #our 'roup(

1an# pro.ects "ave su'roups %istriute% aroun%t"e !orl%(

Do #ou $no! of an# suc" pro.ects2

3


4/58

Working in Teams Be able to define team structure

Develop a team process

Learn about team culture

4


5/58


6/58

Types of Teams Work Teams

Task Teams

Management teams

6


7/58

Team Structure

7

Team Size

Team

Membership

Team Skills

Stability of

the team


8/58

urpose of the Team What is the purpose of the team?

!ach member

must understand

Team members

interest

8


9/58

9

Once t"e team3s purpose is clarifie%&

team memers must set t"e 'oals

t"e team !is"es to accomplis"4


10/58

erformance Measures "n order to kno# ho# the team is

performing$ you have to have measures to

gage progress %o# to choose measures

&ppropriateness of measures

rogress to#ards content goals rogress to#ards process goals

Team member gro#th and development

10


11/58

Leadership "f e'ternal$ then old style command and

control

Team needs to have o#nership of theiractivities

Behaviors of the leader

Liaison (esource provider

)ounselor

1/18/09 - L7 Teamworik 11

• Mentor• Teacher• Challenger


12/58

Team Process

12

ReinforcementDefinition

(ene#al5earnin' Transformation


13/58

*ormation *irst meeting of the team

Define #hat they need to accomplish and

ho# the team #ill operate Develop measures for short and long term

success

%aving short term goals$ reinvigorates Long term is the ultimate purpose

!stablish ground rules of operation

13


14/58

+round (ules When and #here the team meets

Substitutes allo#ed at meetings

Team records$ #hat$#ho$ho#

Work e'pectations

of members

)onfidentiality

articipation,---

14


15/58

articipation

15

6onversation 6ontinuum

6lose% Open

Deate Discussion Dialo'ue

7ocus is on

%efen%in' an%

!innin'

7ocus in on

persua%in'&

prioriti+in'& an%

%eci%in'

7ocus is one8plorin' an%

un%erstan%in'

i%eas an%

people


16/58

.erbal Behaviors What behaviors encourage effectiveparticipation

Set conte't

&sk /uestions of members

0se supportive statements

Seek out different perspectives

Share feelings


17/58

)ontributor Skills "nitiation 1 dra# out information$ clarify

ideas

!nergize 1 sho# enthusiasm$ engage in teamprocess$ sho# commitment

2rganize

Build relationships

Be fle'ible

Learn


18/58

&d3ustment (evisions of the initial rules and goals & reality check of #hat can be accomplished

Tensions usually come up here$ must reachconsensus$ usually about personalities

Breakpoint comes #hen the team gets mired

in discussions about #hat to do and #hoshould do #hat---


19/58

Development )ohesion

(einforcement


20/58

)ohesion

)omes together as a

team

%igh energy %igh interest

rogress is made

Team is supportive Develop

relationships


21/58

(einforcement )ohesion builds

%omogeneity builds

Team members are comfortable #ith eachother

Start to be interested in self1preservation

and self1perpetuation +oals should be on creativity and

e'ploration


22/58

(ene#al

Learning

Transformation


23/58

Learning Team learns ne# skills

Build relationships to accomplish task

)ommitment and mutual accountability 4o#$ team may be confrontational over

issues


24/58

Transformation (esults are produced from team activities

"nnovative

To sustain energy$ must stress and pressthe team

4eeds ne# challenges$ ne# members$ ne#

tasks$ ne# relationships or,---


25/58

Team )ulture

Team 9alues

Team Rituals

Team 5earnin'


26/58

Team .alues

)ommitment to

task and team

members &ccountability

Lead to trust betweenteam members


27/58

Team (ituals %o# to add ne# members

%o# to provide information to ne#

members %o# a member e'its

Work rituals

%o# the team celebrates5


28/58

Team Learning

)ontinuous improvement process %o# team resolves conflict

%o# the team handles diversity

%arness team creativity


29/58

29

Team Writing


30/58

Team !ritin'

W"en !or$in' on a pro.ect as a 'roup& t"e

“'roup) pro%uces t"e report(

Parts of t"e report are !ritten # t"e various'roup memers(

Usuall# "ave a sin'le person !"o assemles

t"e report( A team pro%uce% report s"oul% e of "i'"er

:ualit# t"an if onl# 'enerate% # one person(30


31/58


32/58

Team !ritin' process

Re:uirements Determine !"at "as to e %one to solve t"e prolem Ascertain t"e $in% of %ocument nee%e%

-pecif# %ocument t"emes an% or'ani+ation Preliminar# Actions

Desi'nate a lea%er an% provi%e a%e:uate aut"orit# an%responsiilit#

Determine specific resources s$ills& %ata& an%material0 nee%e%

Assi'n su*teams an%/or in%ivi%uals to provi%e t"efocus nee%e%

32


33/58

Team !ritin' process ;0

Document Pro%uction Define specific !ritin' responsiilities an% sc"e%ules(

Tas$ team memers to pro%uce %raft inputs for t"eirarea(

E%it an% revise inputs as nee%e%

6onsi%er t"e overall effectiveness of t"e %ocument

6on%uct a final revie! of all aspects of t"e %ocument%one # all team memers0

Deliver as re:uire%

1/18/09 - L7 Teamworik Copyright 2009 - Joanne e!roat" #C#" $%& 33


34/58

Tools assist team %ocumentation

-oft!are s#stems are no! in place to assist

teams in 'eneratin' team %ocumentation(

>an%le tas$s suc" as revision control 1ultiple users e%itin' on same file in real time

-ome s#stems Goo'le %ocs& -uversion& Doc=oo$& 6entral Des$top

-uversion < open source Revision 6ontrol -#stem

1ulti*c"annel pulis"in' in (p%f A%oe Tec"nical

6ommunication -uite

34


35/58

8TRA %ocumentation 'ui%ance

Document t"e !or$ as #ou 'o so !ritin' t"e finalreport is not 'oin' to e more t"an to or'ani+e#our notes(

Use a "ar% oun% noteoo$ an% ta$e/ma$e notesas #ou 'o(

Keep in a format t"at allo!s #ou to actuall# use

t"em( ?our notes s"oul% "ave value44

DONT PUT IT O7744444444444444

35


36/58

8TRA %ocumentation re:uirements Keepin' a noteoo$ is a faulous "ait to 'et into( An% it can pa# i' %ivi%en%s Patentale !or$ re:uire %ocumentation

Patent la!suits over !"o is a!ar%e% a patent "ave come %o!n to suc" notes

< Patent 5a! !as recentl# c"an'e% earl# ;@ to !"o file% a complete patent application first0 Wit" c"an'e in la! t"e follo!in' is not le'all# important ut still a 'oo%

practice( Notes s"oul% e %ate% If t"is is !or$ t"at coul% e patente% at some point& #ou inclu%e t"e %ate on

eac" pa'e( A "ar%oun% noteoo$ is re:uire% so t"at pa'es cannot e a%%e% later( >ave t"e first pa'e& after %atin'& sin'e% # #ou an% if possile a !itness(

Perio%icall# %o t"is as t"e !or$ procee%s& alt"ou'" a !itness is not all t"atimportant after t"e initial one(

36


37/58

37

Pro.ect 1ana'ement an%

6ollaoration Process

Phases Trello


38/58

W"at is a pro.ect mana'ement

Pro.ect mana'ement is t"e application of

processes& met"o%s& $no!le%'e& s$ills an%

e8perience to ac"ieve t"e pro.ect o.ectives(

38


39/58

+eneral

A pro.ect is a uni:ue& transient en%eavour&

un%erta$en to ac"ieve planne% o.ectives& !"ic"

coul% e %efine% in terms of outputs& outcomesor enefits( A pro.ect is usuall# %eeme% to e a

success if it ac"ieves t"e o.ectives accor%in' to

t"eir acceptance criteria& !it"in an a'ree%

timescale an% u%'et(

39


40/58

40


41/58

The core components of pro3ect

management are6 %efinin' t"e reason !"# a pro.ect is necessar#B

capturin' pro.ect re:uirements& specif#in'

:ualit# of t"e %eliverales& estimatin' resources

an% timescalesB

preparin' a usiness case to .ustif# t"e

investmentB securin' corporate a'reement an% fun%in'B

41


42/58


management are ;0 %evelopin' an% implementin' a mana'ement

plan for t"e pro.ectB

lea%in' an% motivatin' t"e pro.ect %eliver#teamB

mana'in' t"e ris$s& issues an% c"an'es on t"e

pro.ectB monitorin' pro'ress a'ainst planB

mana'in' t"e pro.ect u%'etB42


43/58


management are C0 maintaining communications #ith

stakeholders and the pro3ect

organisation7 provider management7

closing the pro3ect in a controlled

fashion #hen appropriate-



44/58

When #ould you use pro3ect

management? ro3ects are separate to business1as1usual

activities$ re/uiring people to come together

temporarily to focus on specific pro3ect ob3ectives-

&s a result$ effective team#ork is central tosuccessful pro3ects-

ro3ect management is concerned #ith managing

discrete packages of #ork to acieve ob3ectives- The

#ay the #ork is managed depends upon a #ide

variety of factors-

44


45/58

Why do #e use pro3ect

management? "nvestment in effective pro3ect management #illhave a number of benefits to both the host

organisation and the people involved in delivering

the pro3ect- "t #ill6 provide a greater likelihood of achieving the

desired result7

ensure efficient and best value use of resources7

satisfy the differing needs of the pro3ect8s

stakeholders-

45


46/58

46

Pro.ect 1ana'ement

Processes


47/58

Monitoring

Plannin' is carrie% out in t"e earl# sta'es of a

pro.ect ut t"ere s"oul% e on'oin'

monitorin' to ensure t"e pro.ect remains on u%'et an% sc"e%uleB t"at resources are

availale an% t"e e8pecte% enefits can e

%elivere%( Estimates& %ea%lines an%

milestones ma# nee% to e altere% as t"e

pro.ect pro'resses(

47


48/58

)ontrol

No pro.ect is !it"out prolems ut t"e pro.ect

mana'er nee%s to control t"em so t"e# %o not

a%versel# affect t"e en% result( T"e control p"ase also %eals !it" ris$ mana'ement(

48


49/58

)ommunication

Goo% communication is one of t"e most

important factors affectin' pro.ect success(

1an# prolems can e avoi%e% if t"ere isopen& "onest communication et!een

ever#one involve% on a pro.ectB !ritten an%

veral& formal an% informal(

49


50/58

eople management

A pro.ect mana'er is responsile for

mana'in' t"e in%ivi%uals !or$in' on t"e

pro.ect as !ell as t"e tas$s an% ris$s( Incomple8 pro.ects t"ere ma# e se're'ate%

levels of people mana'ement ut ever#

pro.ect mana'er !ill "ave some responsiilit#

for in%ivi%uals( T"at inclu%es motivatin'

people& %eliverin' constructive fee%ac$ etc(

50


51/58

51

Pro.ect 1ana'ement

P"ases


52/58

"nitiation

T"is first sta'e of a pro.ect %efines t"e usiness

case& t"e .ustification for t"e pro.ect& !"ic" !ill

e use% to ensure t"e pro.ect sta#s on trac$( It

also states !"at t"e pro.ect is inten%e% to

ac"ieve& "o! t"at !ill e ac"ieve% an% t"e scope

of t"e !or$B t"is is important for controllin'

suse:uent c"an'e re:uests( In t"is p"ase& t"oseinvolve% in t"e pro.ect !ill e assi'ne% t"eir

responsiilities(52


53/58

(e/uirements

The re/uirements documentation describes the

aims of the pro3ect in detail including timescales

and constraints- "t should also define the criteria

that #ill constitute a successful pro3ect and #ill beused to manage the e'pectations of the

stakeholders- Many pro3ects use an iterative

process to reach agreement on the re/uirements$

although some pro3ects take an 9agile9 approach topro3ect management :more on that in a later post;-

53


54/58

lanning

T"e pro.ect plan inclu%es %etails aout "o!

t"e pro.ect !or$ !ill e carrie% out& "o! it

!ill e monitore% an% controlle%& "o!communication !ill e facilitate% an%

information aout costs an% timescales( =ut

once a pro.ect is un%er!a# it is t#picall# t"e

pro.ect sc"e%ule !"ere most attention is

focuse%(

1/18/09 - Copyright 2009 - Joanne e!roat" #C#" $%& 54


55/58

!'ecution

T"e person or 'roup assi'ne% to carr# out a

tas$ !ill nee% to $no!& in %etail& !"at t"e tas$

involves as !ell as an# %epen%encies an%timescales& an% !ill also nee% to un%erstan%

t"e criteria # !"ic" eac" tas$ is %eeme%

complete(



56/58

)losure

Once t"ere is an approve% en% pro%uct t"e

pro.ect can e formall# close% an% a final

revie! "el% to learn from ot" t"e successesan% t"e mista$es an% ta$e t"at e8perience

for!ar% to t"e ne8t pro.ect(

56


57/58

57

TrelloTrello is very simple on the surface. It’s

just a list of lists. You drag cards to other

lists to show progression. Everybodyimmediately understands the simple,

visual metaphor. But underneath, there

are all inds of power features that helpyou switch boards, edit cards, and upload

attachments even faster '


58/58

T"an$ #ou for listenin'4

Date post:	06-Jul-2018
Category:	Documents
Upload:	mark-contreras
View:	223 times
Download:	0 times

Working and Writing in Group

Documents