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Six Characteristic Stages of Team Development

Six Characteristic Stages of Team Development
By J. Alex Sherrer

Though we often use the term team as a catch-all for any group of people, there is a distinction between a work group and a team, and there are conditions when one is more suitable than the other. Work groups are more efficient when the objectives are clear and there are only a few options for how to achieve them. A team is best when there isn’t a clear path to the objective, and alternative, creative, or innovative approaches are needed.

When a project needs the expertise of a team rather than a work group, most of us are familiar with Tuckman’s four stages of team –forming, storming, norming, and performing. However, those labels imply that a work group’s development into a team is a naturally-occurring, passive activity. We assemble skilled and experienced personnel and often expect them to materialize on their own into a high-performing team when it really takes the leadership skills of the project manager and project management team to help a work group evolve into a cohesive, focused team. Read the Complete Article

Deming’s 14 Points and Quality Project Leadership

Deming’s 14 Points and Quality Project Leadership
By J. Alex Sherrer

Quality is misunderstood by many who think of it only as it relates to the final deliverable, but a quality product is itself achieved only through quality processes focused on efficiency, innovation, and continual improvement, and these require a quality management culture not only in our projects but within our organizations. In chapter two of his 1986 book, Out of the Crisis, Edward Deming presented 14 principles that he believed could make industry more competitive by increasing quality.

Organizational improvements can begin with anyone. While it’s true that our professional domain as project managers is bounded by the project life cycle, our influence is often much greater than that, and quality management is one of those areas where skilled project managers are best suited to be instrumental change agents -first in the culture of their projects, and second, in the culture of their departments and organizations. Read the Complete Article

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1 – A1 Enterprise 286 – Karl Fischer
2 – Aaron Sanders 287 – Kathlika Thomas
3 – Abdulla Alkuwaiti 288 – Katy Whitton
4 – Abhijat Saraswat 289 – Kay Wais
5 – Abhilash Gopi 290 – Kaz Young
6 – Adam Leggett 291 – Keith Custer
7 – Ade Miller 292 – Keith L.
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