Xác định rõ các giải pháp mong muốn của công nghệ đối với từng yếu tố 3. Phù hợp với chi phí và lợi ích gắn liền với Tăng được kết hợp với BC để mở rộng chức năng của hệ thống ban đầu Phát triển tiến hóa tiếp tục đến 4 Dproduce phiên bản kế tiếp D1 thông qua D3 | 70 THE ESSENTIALS OF PROJECT MANAGEMENT Of all the challenges facing project teams the greatest involves the people themselves. Few terms are as evocative of today s desired work setting as team and teamwork. Once a group is formed the people tend to believe they are a team even when they re not. When teamwork fails it s seldom due to lack of good intentions. Team effectiveness relies on many things including chemistry attitudes and motivational sources. Achieving real teamwork depends on three steps 1. Forming a group capable of becoming a team 2. Creating and sustaining a teamwork environment and 3. Inspiring teamwork success through leadership. In this chapter we focus on the second of these creating and sustaining a teamwork environment. Team formation emphasizes the techniques for selecting the right people and defining their roles an ongoing process throughout the project cycle. The motivational techniques needed to sustain the project team are an integral part of leadership. WHY DO SO MANY TEAMS FAIL Teamwork so essential to effective project performance receives considerable attention today. We want our project staffs to become empowered teams perhaps even self-directed teams. We organize our work groups into integrated project or product teams. We use Red Teams for peer review and Tiger Teams to solve problems. To manage quality achievement we team with our customers. We have Continuous Improvement Teams. We agonize over the impact of telecommuting on teamwork. And then with all this emphasis on teaming and teamwork we still collect groups of people tell them they re empowered leave them alone and hope that a functioning team somehow emerges from that forced proximity of a small conference room or an Internet facilitated collaboration. If that wished-for team fails to emerge from the self-discovery process then we resort to an event called a team build at an off-site location. The staff discusses goals and generates mission statements. The event is full of
