INTEGRATED PRODUCT TEAM

Integrated Product Team

Integrated Product Team

Project management is a challenging task. Project managers must be alert, technically competent and highly resourceful. They also must be good communicators with strong human resource skills. With good project management skills our project for the construction of the new building with management of around 20 employees will be manage effectively and high level of performance appraisal methods should be used to smoothly complete the project.

Integrated Product Team

Along with the shared vision, successful integrated teams will have our project successful for the organizational environments which should establish them to promote the highest possible productivity, quality products, and services. The organization's set of standard processes and organizational process assets need to be augmented to support the integrated teaming concepts. (Devine, 2002, pp. 291-310)

Ensuring that all team members assigned in the team are well skilled and totally aware of the situation and needs of the project which mutually understand their roles and responsibilities

Actually using the people in their intended roles:

Effectively accessing the expertise that exists in the

Organization and integration it to strengthen the team effort.

Implementing integrated teams in the project requires cultural changes as people and integrated teams are empowered and decisions are driven to the lowest level as appropriate. However, empowerment does not necessarily mean that every decision must occur at the lowest level, decision making is influenced by the decision type that the team agrees will be used to resolve issues and that the project manger and higher level managers have agreed to support. Examples of decision types include: Command. (DeMatteo, 1998, pp. 141-183) The leader examines the issue and makes the decision alone.

Consultative. The leader receives and examines inputs on the issue from relevant stakeholders and then makes the decision.

Collaborative. Issues are raised, discussed, and voted on. Rules are established to determine when this vote is binding on the leader.

Consensus. Issues are discussed among all members of the integrated team until the entire team agrees that it can live with and support the decision.

While integrated teaming for the construction project normally corresponds to team-related incentives, individual excellence must also be valued. To purposefully support the use of integrated tea ms the recognition and reward systems need to shift from a focus on the success or failure of an individual (program manager) to an integrated team success or failure. Care should still be taken to continue to recognize individual excellence as long as it is not achieved at the expense of the established integrated team behaviors.

Choosing the Right Team

Typically, the project manager should begin assembling a project team while developing the work breakdown structure (WBS) for the project because that is when the skills required to execute the project become apparent. Assess the ability of your permanently assigned staff to fill the project requirements. If there are required skills that they do not have, identify other sources of personnel possessing these skills. (Attaran, 2000, pp. 25-33)

Once the team is identified with these sources, begin ...