A project team is, in the simplest terms, a group of people pulled together to work on a common project. Sounds easy – get some people together and complete a project. Yet, every project manager knows it is very much not that easy. Answering who should be on the team can be very challenging.
Assuming you want to have a good team and a successful project. We frequently hear the term “get the right people on the bus,” an idea first coined in the book Good to Great by Jim Collins. Experience has proven, time and time again, that if the right people are not on the bus, any project of any scale could be at risk. “Those who build great organizations make sure they have the right people on the bus and the right people in the key seats before they figure out where to drive the bus.” This concept should be the mindset when building any project team.
Often, team members are selected primarily because of their professional experience and technical knowledge. And while those are important factors, they are not necessarily the most important. To ensure a cohesive and collaborative environment, building a solid project team requires specific attributes and characteristics beyond experience and technical expertise. Each person brings unique skills, abilities, and attributes to the team, influencing the project’s ultimate success. Therefore, the most successful project managers consider the following six traits when assembling their teams.
Good Communication:
The person can clearly articulate the requirement, message, or issue. They can explain complicated things in simple terms. They can explain the broader context of a request — the why. Additionally, to be excellent communicators, they must be good listeners.
Reliability and Respect:
Simply put, the person keeps their promises and does what they say they will do. Indicators of reliable behavior include showing up on time to meetings and adhering to deadlines. These examples are good reliability indicators and speak volumes about the person’s respect for the team. Each team member must respect everyone on the team.
Integrity and Honesty:
Regardless of impact, the person doesn’t hesitate to bring up issues when discovered. They can admit mistakes and learn from them. They can address complex topics and are conscious of their weaknesses.
Positive Attitude:
A positive attitude is a broad category, but the following actions exhibit a positive attitude and create a positive team environment. The person should appreciate what others bring to the team and be willing to communicate that openly. Able to give and receive constructive feedback. Treat everyone as equals – everyone does their best, and no role is taken for granted. No one person’s role is more significant than the team.
Open-mindedness:
The right team member should be able to make concessions to their goals and interests. Ideally, there should be a feeling of community where everyone pulls together towards a common goal. This goal is the project’s success, not the individual contributor. An important factor here is the willingness to make personal investments without expecting personal success.
Pro-activity:
A proactive person can sense an issue and is already working on an answer. They will bring new ideas to the table and turn them into reality. The person will take on responsibility without being asked to do so.
Summary
In summary, selecting your project team based solely on professional experience and technical knowledge adds risk to your project. In addition to their expertise and experience, consider these six interpersonal skills, the traits of each member and the mix among the project team. When you get it right, you significantly increase the chances of building a high-performing team, leading to project success. Be deliberate and thoughtful as you create your team.
Working through the Pre-Implementation planning phase with HRchitect is the next best step in creating the best implementation team possible. Contact us today to find out how we can provide the best team members for your HCM Implementation.
About the Author
Michelle Peart has over 25 years of Human Resources and project management experience with a proven track record for developing and implementing new procedures, reducing redundant processes, and implementing efficient systems. She excels in utilizing research, analysis, implementation, and evaluation skills to accomplish both individual and team goals. Michelle is customer service-driven and a creative contributor with a knack for researching, troubleshooting, and problem-solving.
Learn more about Michelle on LinkedIn.