Actions and Detail Panel
A 2 day Course in how to set up an Effective Project Team
Wed, 17 May 2017, 09:00 – Thu, 18 May 2017, 17:00 BST
How do you improve team performance?
Studies consistently shown that as project complexity increases there are significant advantages in assembling a team who are collaborative, integrated and focused on the project outcomes. So how do you go about setting up a team to work this way? Success lies in the implementation of good process, but also in establishing the right collective mindset and behaviours.
Traditional project management practices have tended to concentrate on task completion with the expectation that good behaviours will automatically follow. The reality is that poor project performance is more likely to come from a failure in team relationships than from the lack of a good project execution plan. As project complexity increases so does the need to pay attention to the conditions that will encourage relationships to thrive.
Many project leaders recognise the value in establishing a strong team environment, but are unsure as to what constitutes best practice in this area. This two-day course is therefore designed to provide you with the tool kit that you need to get your project off to the best possible start.
Through a series of short lectures, teamwork sessions and peer group discussion you will learn how to develop your own project setup plan and avoid common errors that inevitably lead to problems further downstream.
Some key elements of the course
• The five key components of project setup – the primary building blocks of all great teams.
• Collaborative leadership – how to adapt your management style to cope with complex environments.
• The psychology of groups – why every new team is open to new ways of working.
• Managing your project sponsors – having the right conversations to manage expectations and resources.
• The art of influence – the benefits of influence over coercion.
• Psychometric profiling – understanding the personality differences that will affect your team’s dynamics.
• Cultural considerations – working with people from inside and outside your organisation.
• How to get essential feedback – using modern technology to fix team issues quickly.
• Project team coaching – an introduction to the concept of coaching project teams.
• Establishing successful joint-venture teams – how to eliminate the common challenges that often derail major joint venture schemes.
• Virtual teams – why good set up is essential.
At the end of the course you will have:
• A structure around which to set up future projects.
• A greater understanding of the factors that influence team dynamics.
• More confidence in managing behavioral challenges.
• The ability to become more influential in achieving a successful project outcome.
Tony is a partner in the Fairlight Project LLP, a firm set up to help organisations manage their way through behavioural change. He qualified as a Chartered Quantity Surveyor in 1985, and has worked as a specialist
advisor on wide range of construction projects. He has held a senior role, either as partner or director in a number of surveying and engineering firms. Tony made a career shift in 2011, completing a Masters Degree in
Coaching and Behavioural Change. He is also a visiting lecturer at the University of Westminster in the faculty of Architecture and the Build Environment. Tony is the author of the book, Performance Coaching on Complex Projects, published by Gower. He now works primarily with teams providing a range of consultancy, facilitation and coaching services that enable clients and project managers to identify, and mitigate behavioral risk in project teams.
Edward has been Chief Executive at ResoLex since 2004, during this time he has worked with some of the country’s leading project risk experts on creating RADAR, a web based project horizon scanning and risk monitoring tool. The service has been developed to understand the human dynamics of risk management that bridges the gap between forensic data and the perceptions of project stakeholders which often leads to breakdown in communications and increased risk. Under the RADAR banner Edward is currently working with Higher Education, Housing and Infrastructure clients as part of the Risk Management and Collaborative Working processes on projects.