This paper was presented to a conference on "The Project Management Information Society", May 14-16, 1995, in Ottawa, Ontario, Canada. It was given at a time when the idea of a Canadian project management institute was being promoted.

Published November 2001

Introduction  | Client-Server | Leadership | Project Life Cycle
Team Building | Skills |  Knowledge | PMI•Canada | Conclusions

Leadership and Team Building

An effective project team leader is a "social architect". One who understands the interaction of organizational and behavioral variables, can foster a climate of active participation and can minimize dysfunctional conflict. To be effective, the team leader must identify major issues associated with three dimensions. The first dimension is the project organization structure, including organizational development, and senior management involvement to ensure visibility, resource availability and overall support for the project throughout its life cycle. The second is team related with emphasis on behavioral aspects such as team structure, trust and respect, or conversely, barriers to team development. The third is project task and resource related such as goals and objectives, planning and scope management, scheduling and cost control. These are all accomplished through effective communication.

But what of the other essential ingredient, the team, the followers? Ideally, the more the team can be motivated and empowered to "take the bull by the horns", the more productive they become and the less direction and control is required. This has been called empowered team work, or Self Directed Work Teams (SDWTs). In the project context, however, they are probably more appropriately termed Self Managed Work Teams (SMWTs).

Leadership and the Project Life Cycle  Leadership and the Project Life Cycle

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