How to Effectively Manage Teamwork and Team Members in Engineering Projects?

11.1) In my view it’s a matter of perception and personal experience, for example, there are people who have been incredibly productive in teams and didn’t work out that great for them when working alone whereas some people have not shined in a team as much as they did when they worked alone. I’ve had the experience in working both situations. Both have their pros & cons but my preference is always towards working in a team. When you’re working in teams you get the greater understanding of how a collaboration can do wonders for a project, tasks are divided and combined later to form a synchronized product. You get more time to discuss and finalize design & complex problems in a team. People who think working in the team is headache might be right to an extent like teams do have flaws like sometimes there’s lack of effective communication or members cannot work out their personal conflicts with each other and most important ineffective leadership can lead a well-working team downwards. To put it in simple words, it all depends on which situation you are in.

11.2) If history is any proof, all the great things that came into being were results of people as humans working together toward a common goal. But yes, I agree that it is difficult and it doesn’t come naturally as human nature has many flaws, it requires a lot of effort and work in getting the best out a team. When you throw a group of people together conflicts and clashes are bound to appear as ideas can’t always be same to achieve an end goal. Sometimes the group is unwilling or not able to consider creative thoughts or methodologies. There is an absence of basic thinking and civil argument over thoughts. This frequently happens when the group overemphasizes team unity and understanding.

11.3) The main stage is the point at which the team is shaped and members meet. They realize what the team openings and the test will be. Singular members might be befuddled about their role or not comprehend the requirement for the team. During the second stage, singular articulation of thoughts happens and there is an open clash between members. Members tend to concentrate on subtle elements instead of the issues and seek influence. In the third stage, the team creates work propensities that care group rules and values. They utilize set up tools and methods; display great practices; shared trust, inspiration, and open communication increment; positive teamwork and group center are evident. The fourth stage demonstrates large amounts of devotion, interest, inspiration, and group basic leadership. Information sharing, broadly educating, and association increment. For project teams or brief panels arriving at an end, there will be a finalizing stage as they celebrate and perceive group accomplishment. Amid this stage, the initiative needs to stress association appreciation and both team and individual acknowledgment.

 

I was a fresh graduate when I got a chance to join a project and after appropriate meetings, I was chosen to work in a team. I was assembled to an on location conference few days after the fact; the on location meeting went truly well. There were six of us and the team members became more acquainted with each other and few talked about their own lives outside of work like diversions, family, and so on. Our TeamLead imagined this was an incredible sign that they will get along well, as they drew in with each other and truly appear to like each other.

 

The team went back to their home workplaces and started taking a shot at their project. Every one of us collaborated through the SharePoint site and the project was set for a decent begin. And after that, the arguments start. Amid the virtual meeting session, TeamLead alluded back to the standard procedures the team set in their vis-à-vis meeting and worked with the team to guarantee that there was an arrangement set up for how choices were made on the team and who has duty regarding deciding. As the working connections of the team members began enhancing, TeamLead began seeing critical improvement on the project. By and large, the team members got to be companions. They appreciate each other’s conversation both while taking a shot at the project and nightfall through conveying on email, by means of texting, on Twitter, or via phone. The project was on time and inside spending plan. Points of reference were being met some even in front of timetable. The team was satisfied with how well the project is coming, just like our TeamLead and the officials of the association. The team got together again in the workplace to talk about the project, including recording best practices and examined what worked successfully and what they would enhance allowed to do it once more. TeamLead took the team out to supper. We were joined by the project support and some different officials who were greatly satisfied with the final product.

 

  1. List of Ground Rules:
  2. Ask genuine questions & state your views
  3. Only relevant information should be shared
  • Agree on what important words mean and use specific examples
  1. Intent & reasoning should be clear for everyone else to understand
  2. Positions should not be focused on, rather interests should be focused
  3. Inferences & assumptions should be tested
  • Next steps should be jointly designed
  • Think outside the box & discuss the undiscussable issues when basics have been covered
  1. Team Member Contribution Report Table

In the table: *L (Leads) & *C (Contributes)

 Goals       Responsibilities Member 1 Member 2 Member 3 Weight-age (*/100%)
Communication Requirement Analysis

Set Up Meetings

Objective Tracking/Notes

L C C 15%
Project Creation Create an Outline

Draft Written Report

Create Handouts/VisualAids/Slides

C L C 35%
Project Implementation Opening & Introduction

Module A

Module B

Handle Q/A

C C L 40%
Post-Implementation Make Maintenance Strategy

Gather Feedback

L C C 10%

 

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