1. Problem Definition
Due to establishment of Takatuf PMI 2014 team in 5 day face to face intensive program, it was required to analysis the team situation for further process in the program and to let the program and project managers knowing and leading the stage of such establishment and will help to allocate the required supports to achieve the team’s target. Therefore, a famous Tuckman Model was used to define the leadership style suitable for current stage and next steps. It is a Forming, Storming, Norming & Performing model that adapting changes to develop the team. The main outcome of this exercise is to guide the team and managers to what leadership style that should be followed. The model will assess in which stage the team normally operates in.
2. Development of the feasible alternatives
A questionnaire was distributed to all 25 members and 23 feedback received. The results have been analyzed according to PERT and the calculations were presented as following in table # 1:
The model has 4 stages that any team will cross while processing the work allocated to the members. They are Forming (Telling), Storming (Selling), Norming (Participating) and finally the Performing phase (Delegating). It was noted that the Tuckman Model has been extended to include an adjourning phase, too but not considered in our case.
3. Development of outcomes and solutions
Together with previous point @ 2, beside the Tuckman assessment of 4 stages, the Delphi technique with P90 used to work on our alternatives. They will give comprehensive requirements of the team situation as shown in Table # 1.
4. Selection of Criteria
Although the results have given strong indicator for all stage as they are all 24 or above, the performing stage has achieved the highest score with 30 points that almost to the maximum score of 32.
5. Analysis and Comparison of the Alternatives
It is cleared that the team has perceived what the requirements of the project is and has challenged the 3 stages to hit the final phase although they are coming from different background, different businesses and different topographies/areas. Their goal is understood and common. The team is in High maturity level.
6. Selection of the Preferred Alternative
Each stage of Tuckman model will require different of leadership style. However, the team is in Performing stage then the delegation leadership style (S4 of Hersey-Blanchard Situational Leadership) will be required. The following characters are essential for program and project managers to maintain the team’s strength: strong leadership capabilities, good communication skills and a willingness to foster an environment of collaboration and openness.
7. Performance Monitoring and the Post Evaluation of Result
This model is a good tool for leadership development. Also, the conclusion of day 2 in face2face session has shown their proactive approach of the team’s members and their extreme willingness to achieve the set targets in both personal and business wishes. Their support for each other was noticeable after the course and during the 1st assignment. The effective leaders (program & project managers) are playing a vital role to guide the team as per these results and conclusions.
- Bank of America (November, 2012). How Leaders Build and Impact High-Performing Teams. Retrieved on 6th June, 2014. From http://corp.bankofamerica.com/documents/10157/67594/HighPerformingTeams.pdf
- Education-portal.com (n.d.). Stages of Group Development: Forming, Storming, Norming, Performing & Adjourning. Retrieved on June 7th, 2014. From http://education-portal.com/academy/lesson/stages-of-group-development-forming-storming-forming-performing-adjourning.html#lesson
- Forming, Storming, Norming and Performing (n.d.): Understand the stages of team formation. Retrieved on June 6th, 2014. From http://www.mindtools.com/pages/article/newLDR_86.htm
- The Hersey-Blanchard Situational Leadership Theory (n.d.): Choosing the Right Leadership Style for the Right People. Retrieved June 7th , 2014, fromhttp://www.mindtools.com/pages/article/newLDR_44.htm