chapter 8

The team

Getting the best from the project team

Key lesson

One of the main tasks for a project manager is to manage and motivate the project team to deliver all that is required for the project. Pure project management process and methodologies will not achieve this. A project manager above all else is a people manager.

第八章

团队

从项目团队合作中获得最好的结果

关键课

项目经理的主要任务之一是管理和激励项目团队以交付项目所需的全部成果。单纯的项目管理的过程和方法将无法实现这个。项目经理首先是一个管理人的经理。

During the life of a project the project manager will personally create a range of tangible deliverables，that are critical to delivery. This includes things like plans, issue and risk registers, project charters and the like. The funny point is that at the end of the work when the project is complete these items are largely worthless. They have little or no value outside the life of the project. the real deliverables, the things desired in the first place, are produced by everyone else on the project. Whether that is a computer system or a new building, the people the project manager manages on the project produce the deliverables the customer wants.

在一个项目的生命周期中，项目经理将亲自创建了一系列有形的关键的可交付成果。这包括诸如计划，问题和风险登记册，项目章程等等。有趣的一点是，在项目完成时，这些成果大多是毫无价值的。在项目的生命周期之外，它们很少或者根本没有价值。真实的交付物，即首先需要的东西，是由项目中的每个人一起创造的。无论是一个计算机系统还是一个新的建筑，都是由项目经理所管理的人生产出客户想要的交付物。

This is important to remember, because project management is at its heart largely about people management. Project management is delivery through a team. Even though as a project manager you will usually have no permanent staff of your own, and may even have become a project manager to avoid line management,you will have to accept managing people as being core to your role. Without the project team the project managerrsquo;s role is worthless. The main task for the project manager is to ensure that the project team is capable of delivering,that it does deliver, and that blockages in the teams way are removed.

这是很重要需要去记住的,因为项目管理的本质主要是人的管理。项目管理是通过一个团队去交付成果。作为一个项目经理，通常没有自己固定的员工，甚至可能已经成为一个项目经理，为避免直线管理，你将不得不接受人员管理为核心的角色。如果没有项目团队，项目经理的角色是毫无价值的。项目经理的主要任务是确保项目团队交付能力范围内却是可以做到的成果，以及清除阻碍团队道路的障碍。

So what are the key things that a project manager can do to get the best from the project team? To give a flavour of this I have identified seventeen people management tasks, split into four groups. Many of these you will do naturally, so try to identify which of these seventeen you are weaker at and need to improve on. The seventeen are:

1、 Getting the basics right - right people, right skills - right tasks (tasks 1 - 5 )

2、 Motivating and building the team (tasks 6 - 10 )

3、 Project team management challenges (tasks 11 - 15)

4 、the broader context (tasks 16 - 17)

所以什么才是项目经理能够从项目团队合作中获得最好结果的关键做法呢？举个例子，我已经确定了一个17个管理人的任务，分成四组。自然地，在这些任务中，你可以这么做，试着去确定这17个任务中，你的弱项和需要提高的地方在哪里。这17个分别是：

1 、奠定正确的基础-让正确的人掌握正确的技能去完成正确的任务（任务1-5）

2 、激励和组建团队（任务6-10）

3 、项目团队管理挑战（任务11-15）

4 、广阔的背景（任务16-17）

Tasks 1 - 5 - Getting the basics right - right people, right skills, right tasks

Management task 1 - Getting the right capabilities and skills

任务1-5 奠定正确的基础-让正确的人掌握正确的技能去完成正确的任务

管理任务1--得到正确的能力和技能

The first thing a project manager must consider when setting up a project team is what capabilities and skills are required to do the project. This should be treated firstly as a paper exercise, not a review of who you have. Once you have an understanding of what is required then review what people are available and assign them to relevant roles on the project.

项目经理首先要考虑建立项目团队时需要什么能力和技能去完成这个项目。这首先应该被看成一个练习，而不是回顾你有谁。一旦你理解了什么是需要的，就可以检查哪些人是可获得的并分配给他们项目中的相关角色。

Often there will be a gap between the capabilities and skills of the team you have, and that which you ideally need. Try to fill it as best you can, but it is naive to expect a perfect match between the skills you need and the people you get. This gap needs to be managed as a risk like any other risk. (A key reason for starting your thinking with what you need rather than what you have is to be able to understand this gap explicitly and therefore to be able to assess the risk this creates.) Lack of skills to complete the project should appear on your risk register. Do not just ignore this point and accept what resources you are given. Yes, in the real world you do not get a perfect team, but as the project manager it is your responsibility to manage the resultant issues. If the impact of the gap is small you can manage around it, but do not assume that the gap will be constantly small at all stages of the project.

通常在你实际拥有的团队的技能和能力与你理想中需要的团队技能和能力中会有差距。试着尽你所能去填补这个差距，但是期待两者完美匹配是天真的。这个差距需要像别的风险一样被管理。（开始思考你需要的而不是你有的，一个关键原因是使你能够明白地去理解这个差距并因此能够去评估这将产生的风险。）完成项目所缺少的技能应该记录在风险登记册上。不要仅仅是忽略这个点以及接受你有的资源。确实，在现实世界中，你没有得到一个完美的团队，但是作为一个项目经理，管理这些综合问题是你的职责。如果这个差距的影响很小，你可以饶过它管理，但是不要认为这个差距在项目的任何时期都很小。

Get a balanced set of capabilities and skills, and do not fall into the trap of choosing people who are all like you. In fact, look for people you can work with, but make sure at least some of them are not like you. They may see issues and risks you would not have thought of or may come up with creative solutions you may not see. Managing varied people assists in ensuring constructive challenge and helps to avoid the danger of group think. Group think is when a team of people think alike and become blind to issues. This is a risk especially on a small well-motivated and focused project team working in a closed environment.

得到一套平衡的能力和技能，不要落入你选择的人都喜欢你的陷阱中。事实上，寻找的与你工作的人中，要确保至少有一些人不喜欢你。他们可以看到你想不到的问题和风险，或可能提出你没想到的创造性的解决方案。管理不同的人协助，确保建设性的质询,有助于避免群体思维的危险。群体思维是指一个团队的人想法一样,导致对问题视而不见。这是一个风险，尤其在小的好的动机下和集中项目团队在一个封闭的环境中工作时容易产生。

Find a balance between internal and external resources. Unless it breaches company policy or budgets are very tight, you should consider people external to your organiz

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