ITM 423 M3 Case

Thereare a number of differences that distinguish teams from groups, thesefactors are very important to IT managers when establishing teams tohandle organizational projects. Teams tend to be associated withperformance levels while groups encompass people with commoninterests. The level of commitment is very important in attainingsuccessful teams in an organization, unlike groups teams would wantto accomplish a given task within the stipulated time frame andattain the highest standard (Poole, 2003). Take an example of a teamworking in a pit of a motor racing circuit, during a pit stop theteam must ensure that the vehicle is fueled and wheels changed withinthe shortest time possible, sometimes it takes seconds to do that.Every team member knows their roles and at no point a single memberwould deviate from the key responsibilities. Teams need to gain quickwins in order to maintain their sense of urgency and they ought to beconstantly engaged on any new ideas, facts and information. Thispaper illustrates how IT managers ought to build successful teams

Buildingsuccessful teams

Ensuringclear and open communication

Communicationplays a very crucial role in establishing successful teams in anorganization. Managers must avail avenues for their members tocommunicate effectively among themselves and to management at thesame time. Communication will help brush off any uncertainties duringwork periods. Take for instance, a team working on fixing headlightsin a car assembly the team must coordinate with their counterpartswho are building bodies. Since headlights normally come after thebody has been built (Flynn &amp Mangione, 2011). Consequentlycorrect measurements must be taken in order to achieve thiscommunication has to transpire between the two teams.

Asuccessful team is that which is able to work coherently withoutholding any complaints on the work environment. Without clearcommunication channels team members will not be able to postulatetheir complaints on any conditions that may impair their work.Management ought to organize frequent meetings to approve anddisapprove suggestions that may be given by team members. It isthrough such platforms that team members would feel part oforganization and motivated. The resultant effect is a fully satisfiedand successful team in the long run (Flynn &amp Mangione, 2011).

Accountabilityfor results

Effectiveteams encompass leaders and team members who are held accountable forany results postulated from the team. This means that tam members areendorsed with responsibilities of ensuring that they deliver qualitywork within the stipulated time frame. Managers must develop baselineplans which are well defined in such a manner that every team memberhas a responsibility of delivering what they are committed to. Suchapproaches will push team members to undertake their roles seriously(Poole, 2003). Also management should consider offering rewards andremuneration on the basis of the developed baselines, this willbecome an important approach in motivating team members to workbetter hence a successful team (XProgramming.com, 2011).

Clearlydefined roles

Mostorganizations tend to neglect this segment of team development,defining roles in an organization plays a very important role when itcomes to team development and management. No team member would wantto plunge into other team’s work, if such happens there will bewrangles and disunity experienced in the organization. Such workrelated problems would lead to unsuccessful team’s development.Team members become contented when they see that their roles areeffectively undertaken in an organization. For instance, when acompany develops a new system, each team is tasked with developing asingle segment of the whole system. The approach enhances team workin the organization as each individual is busy handling their part(Sherrer, 2011).

Itis the duty of an IT manager to establish and identify the mix ofskills that may be required to deliver a given project. If any gapsexists when it comes to competency levels, IT managers must work tofill the void formed. Schedules, quality and IT manager’sreputation are impacted when the teams does not have the neededskills to do the job allocated. An IT manager is responsible forensuring that team members understand their responsibilities fordeliverable schedules and dependencies (XProgramming.com, 2011).Thus, to formulate a successful team an IT manager must firstunderstand the team members and effectively allocate those tasksmatching their skills.

Sharedleadership or delegation of duties

Itis very important to make team members feel part of an organization.IT managers must ensure that they involve their team members indecision making process at all times. Any changes that ought to bemade must be communicated to the team members. By so doing, teamswill start to feel appreciated and protected in the organization.Another important component to consider is the establishment ofdelegation of duties. IT managers are not supposed to control 100% ofall the activities of their teams (Sherrer, 2011). On some occasionsit is important to allow team members to make their own decisions solong as they stick to organizational objectives, policies andregulations. Such an approach helps build team cohesiveness andtrust, at the same time it makes team members become responsible forthe kind of decisions they make, hence achieving a successful teamestablishment in an organization (Webster, 2011).

Observationof deficient team characteristics

ITmanagers ought to put their teams under study at all times in a bidto identify any deficiencies that may hinder their performance in theorganization. Sometimes team members may be faced with home relatedissues that stress them or they may not be motivated by the presentworking conditions or any other changes that management adopted. Suchaspect tends to weigh down team members in turn they give a limitedoutput as compared to the previous periods. Thus, management ought tostep up and cushion it team members from both internal and externalattributes that may affect their performance. Management can do thisby creation of an open environment that allows its team members speakout their problems without fear of reprimand. Secondly, managementmay decide to offer counselling services to its employees, this willaid get rid of any psychological problems (Webster, 2011).

Teamselection

Teamsuccess is directly related to the kind of skills needed inundertaking a given project. IT managers should ensure that wheneverselecting teams it is important to consider the levels of skills andknowledge one has that will aid undertaking of the present project.Teams become motivated because they are capable of solving a givenproblem, however, they become disillusioned when they fail (Sherrer,2011).

Conclusion

Teammembers have complementary skills as opposed to simply a sharedinterest. There is a high degree of mutual accountability.Katzenbach and Smith also point out that there are different types ofteams. There are teams that recommend courses of action, teams thatmake or do things and teams that run things. Hence, there is need toestablish workable teams by management by trying to analyze thespecific characteristics of a given team to the kind of project thatteam is expected to handle.

References

Flynn,A., &amp Mangione, T. (2011). Five steps to a winning project team.Retrieved from

http://www.projectsmart.co.uk/five-steps-to-a-winning-project-team.html

Poole,C. (2003, March 26). Three week project turnaround. Retrieved from

http://www.charliepoole.org/article.php?p=turnaround

Sherrer,A. (2011, May 31). Six characteristic stages of team development. TheProject

ManagementHut. Retrieved fromhttp://www.pmhut.com/six-characteristic-stages-of-team-development.

Webster,M.. (2011, June 13). Six 5 tips to motivate your project team. TheProject Management

Hut.Retrieved fromhttp://www.pmhut.com/5-tips-to-motivate-your-project-team.

XProgramming.com.(2011). What is extreme programming? Retrieved from

http://xprogramming.com/xpmag/whatisxp