1- Problem Definition:
A professional professor who delivers graduate level of programs in Project Management and Takatuf Oman (a Unit in OOC) both has developed a complete Training Program in Project Management Professional, which was conducted on 25th to 29th of May 2014 in Muscat, Sultanate of Oman. This training had a lot of learning tools and plenty of deliverables, for that a team was formed after 5 days Face to Face section and named by” Takatuf Oman 2014″.
The foundation of any team is having a shared commitment to common objectives and the successes of this team is by having a great leader to achieved teams goals.
2- Identify the Possible Alternatives:
The basic theory that Bruce Tuckman developed provided us with what has become the staple of group dynamics. His four phases of team formation are (forming, storming, norming, and performing)  as shown in figure (1)  below: Figure (1)
Here are the features of each phase:
Forming – stage 1:High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team’s purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. 
Storming – stage 2: Decisions don’t come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. 
Norming – stage 3: Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. 
Performing – stage 4: The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. 
3- Development of the Outcome of Alternative:
After completing the survey by the team members, the below table shows final results of 23 out of 25 members as shown in table (1) below.
|3||Mohammed Al Mujaini||20||20||25||28|
|5||Hani Al Zadjali||25||25||29||27|
|6||hassan Al Barrami||18||12||20||22|
|8||Said Al amri||8||8||10||22|
|9||Ahmed Al Azizi||23||21||25||29|
|10||Haitham Al Raisi||32||29||30||35|
|13||Majid AL Yaqoubi||23||18||25||27|
|16||Tariq Al Nabhani||21||27||20||23|
|18||Bader Al Rahbi|
|19||Khalid Al Maamari||14||10||20||23|
|20||Al Moataz Al Hasani||32||27||29||35|
|21||Majid Al Rawahi||24||25||23||27|
|22||Azzan Al Jardani||22||24||20||28|
|23||Suleiman Al Jabri||25||27||26||33|
4- Selection of Criteria:
Implementing the above data by using Delphi technique with P80.
From above calculations, it shows that “Takatuf PMI 2014” positioned in “Performing” stage.
5- Analysis and Comparison the Alternative:
From the above Figure (3) it shows that the team is at the right stage the “Performing stage”, but other numbers are also showing a possibility of struggle between the team members. This might take us back to “Storming stage”.
6- Selection of the preferred alternative:
The preferred alternative style for the team leader to delegate authority and develop team members.
7- Performance Monitoring and the Post Evaluation of Result
In conclusion the project manager should make sure that his team members are driven to reach the same stage by monitoring their deliverables and accomplished work frequently. There shall be another survey during our distance learning to update/confirm the stage of “Takatuf PMI 2014” team.
|1 The Collaborative Research Model: Student Learning Teams in Undergraduate Research (n.d.). Basic Group Theory: Tuckman’s Five Stages of Group Development. Retrieved June 8, 2014, from http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.html|
2 Chapman, A. (2001-2013 ). Bruce Tuckman’s 1965 Forming Storming Norming Performing team-development model. Retrieved June 8, 2014, from http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm#sthash.ak2Y5rjt.dpuf
|3 Sturgeon, K. (March 10th, 2010). Team Leaders: Is Your Team Storming Or Performing?. Retrieved June 8,2014, from http://blog.teamtrainingunlimited.com/2010/03/10/team-leaders-is-your-team-storming-or-performing/|