PMBOK Principle 2 – Create a Collaborative Project Team Environment

The most recent edition of the Guide to the Project Management Body of Knowledge (PMBOK) has been released and there are several improvements. The purpose of the PMBOK guide is to represent a set of process-based standards that enhance the good practice of project management.

The improvements to the standards were a result of engagement with project practitioners from different industries and organisations located across the world. It was during this process of engagement that the need for a set of guiding principles was established. From this consultation a set of twelve broad principle statements were developed.

The set of principles is seen as complimentary with the Project Management Institute (PMI) Code of Ethics. This Code of Ethics is a value system that provides a framework best suited to a project manager and/or their organisation. The code of ethics is based on four key values:

• Responsibility
• Respect
• Fairness, and
• Honesty

It should also be noted that there is an overlap between project management and general management principles. For example, both projects and operations focus on delivering outcomes for the organisation and its stakeholders. The method on how the outputs are achieved may differ but the principle associated with delivering value transcends both.

So, the discussion of creating a collaborative project team environment has equal application across the business-as-usual parts as well as the project areas of any organisations.

Principle 2 – Create a collaborative project team environment

A fundamental part of the project managers job is to form a team that has a diverse range of skills, knowledge and experience. It is always helpful to use a skills matrix when team formation is first being planned.

Working as a collaborative team can bring many benefits to the project. This may include bringing products to market faster as a result of streamlined project processes. The aim of any team leader is to elevate their team to a level of high performance. The team leader can then focus on moving any blockers so that the team can continue hitting their goals.

There are a number of stages that a project team must work through before they become a performance team. Also know as the Tuckman model (Tuckman’s 1965) the stages include:

• Forming
• Storming
• Norming
• Performing
• Adjourning

For further reading on the development of teams have a look at my post on Project Team Development

Before the team becomes the Performing team that we strive for, there are a number of elements that need to come together. They include team agreements, structures, and processes. Once these elements have been brought together then they can provide a foundation that supports a culture that delivers planned outcomes.

Team Agreements

Team agreements set some ground rules by clarifying parameters in which the team should behave. The agreements are created at the formation stage of the team and will set a minimum expectation of how the team interacts. This is a living breathing document as it continues to be developed and improved throughout the life of the project.

Organisational Structures

It is common for project teams to come from different parts of the organisation. In order to alleviate the push and pull between project teams and the regular organisational processes it is encouraged that organisational structures are put in place.  

These structures can be based on roles, functions or authority. Part of the forming process can be team members developing a project team structure that aligns with the project at hand. In other instances, the structure may already be formally in place.

By developing organisational structures, we provide clarity to the project team. We do this by creating:

• Definitions of the roles and responsibilities
• Allocation of team members in the respective project teams
• Standing meetings that regularly review topics at hand.

Processes

Project teams will buy in to a project early if there are clear systems and processes in place. This helps the project team to be efficient in completing tasks and milestones needed to achieve success. For example, the project team may be required to conduct a brainstorming session on the required tasks to complete the project.

Project teams will develop their own cultures and will be influenced by the type of project, the inherent culture within the organisation and the environment in which they operate.

By introducing a safe environment where ideas can be shared without fear of negativity is an important component in fostering an inclusive and collaborative environment.

Creating a foundation for exceptional project governance is also an important consideration. Project governance provides the direction and defines the decision-making procedures and benchmarks for the project. Being clear with the roles of the project provides the team with a sense of confidence and clarity. This includes the authority, accountability and responsibility related to tasks:

• Authority – being clear who has the ability to make relevant decisions based on the context of the project.
• Accountability – this is where the relevant person is answerable for an outcome. Accountability cannot be shared.
• Responsibility – where there is an obligation for a team member to complete a task. Responsibility can be shared.

Also having clear guidelines and documented policy procedures is an important part of maintaining a collaborative project team. It is always helpful to refer back to guidelines when the possibility of conflict is beginning to appear.

The very nature of projects is that they bring new people together. This can be for extended periods of time or alternatively team members can be brought in on a short-term basis.

Bringing diversity to the team can enrich the project team environment. Diversity can look very different across project teams and organisations. It may mean gender, culture or even the different cultures across different departments. For example, the culture within the finance team can be very different to that of the marketing or R & D departments.

Actively bringing diversity into the team provides a different lens on how to look at problems or issues that come up through the life of the project. It helps in promoting a healthy conflict where norms are challenged and ideas are considered in different ways.

Providing a safe environment is an important component in developing a collaborative team culture. The confidence of team members to be able to raise fresh ideas and out of the box thinking is hampered by a negative reaction when these ideas are discussed. Removing negativity can be a key turning point in creating solutions to problems encountered through the project life cycle.