Project Solving Team Introduction Project solving teams are formed for the sole purpose of solving a particular problem. The effectiveness of any problem-solving team depends on the individual capabilities and the ability of members to work as a team. The most important assets in a team are leadership, communication, and functioning relationships. The paper discusses the suitable composition of the team that will guide the implementation of the proposal to overhaul ABC structure and mode of operations. Team Members Based on the scope of the project and the expertise required for the job the team should be made of professionals from the fields of communication, data information systems, management, human resource and information technology.
The team should be comprised of five main members who are professionals from each of the needed fields. A professional in communication should be presented to help in formulating effective communication procedures, which will help in reducing the potential employee attrition rate. It will also make the process efficient and fast. Data information system and information technology professionals are present to advise and guide the change in the information system structures.
The human resource professional is present to handle any challenges that might result from any issues involving employees and the human resource departments. It is imperative to use professionals who have experience in more than one country in Europe especially Netherlands, Sweden, Switzerland, and Malta. The implementation of the proposed changes requires cultural analysis of different countries to develop structures that can work across the board. Alternatively, the team can opt to customize the experience for each country. Regardless, it is apparent that the professionals must understand the culture of the countries involved.
Team Leadership Self-managed teams are empowering because individuals are allowed to discuss freely on how to solve the problem (Dinsmore & Cabanis-Brewin, 2011). The rate of innovative solutions is very high in such groups. Regardless, self-managed are easily affected by personal clashes, which might delay the project. Therefore, it would be good to appoint a leader. Transformational leadership will help in encouraging team members to be free while ensuring there is a sense of control in the team.
The team leaders should demonstrate the ability to be proactive, professional and possess a thorough understanding of the organization. It will help with the transition process. Team Coordination and Control Coordination and control are among the responsibilities of the team leader. Each member will be assigned a set of task that must be completed within a specific period. The project solving team will meet, on a daily basis, to report on progress and any mishaps that require the whole team’s attention (Dinsmore & Cabanis-Brewin, 2011).
Control in the team is achieved by appointing a leader who makes the final decision when there is no agreement. In addition, the leader can appoint a secretary to help in managing all the information related to the project. The frequent meetings are necessary to avoid the team members clashing in their tasks. Occasional disagreements will be handled by proper rational discussion aimed at reaching a definite conclusion. The team leader should be ready to make decisions in cases where members cannot agree on anything. Constant arguments might result in time wastage.
The group will handle reporting to the Board of Directors by preparing weekly progress documents that can be shown to the Board of Directors every week. The group can personally organize a presentation for the entire Board of Directors at the start, midway and end of the project. The aim is to keep the board of directors appraised at all times. Measuring Team Performance Performance is based on the ability of one to handle all assigned tasks efficiently without delays. Performance evaluation will also account for the ability of individual members to fit into the team and contribute to the formulation of ideas (Gido & Clements, 2009).
It means individual will be evaluated based on personal and team performance results. It is effective to check the performance of each member and that of the team as a whole. It helps in understanding what can be changed to improve the effectiveness of the team. Individual/Group Rewards Recognition and small financial benefits would function as efficient rewards for the individual who perform very well. Recognition and financial rewards are very motivating because they offer an employee to be recognized and appreciated.
In addition, they would cost less compared to salary increments or promotions. Mutual Trust and Communication It is challenging to build mutual trust and communication in a team if the members rarely meet. In this case, it is effective to devise news to allow team members to talk without being affected by the distance decay problem. The use of teleconferencing, which can be done via well-known platforms like Skype, can help the team members to keep in touch.
They can discuss and share ideas through these platforms. The other way to improve trust and mutual communication is organizing team-building activities for the team whenever they meet. They help in developing trust and understanding. References Dinsmore, P. C. & Cabanis-Brewin, J., 2011. The AMA Handbook of Project Management. 3rd ed. New York: American Management Association. Gido, J. & Clements, J., 2009. Successful Project Management. 5th ed. Mason, OH: South-Western Cengage Learning.