Optimizing Project Organizations

The original Project Organization research team (RT-12) identified eight key ingredients for successful projects: people, leaders, teams, project objectives, the design basis, the project strategy, work planning, and information systems.

Five different sieves representing the various criteria used in selecting the project team were found to be useful. However, not all sieves are entirely objective in nature, which means different people using different objective criteria would likely reach a very different decision about who would be best for a particular situation. The use of sieves is more of a guideline of the methods used to determine the best project team. (RR103-11, p. 73)

Eleven key conclusions were made during the project team’s research. A sampling of the conclusions are listed here. For a complete listing and a description of each, refer to the research report. (RR103-11, p. 79)

• Lack of trust on a project team is contagious
• Change orders were not a problem; differences in perception of whether a change existed or not created conflict within the team
• People recognize and want the “can-do” attitudes in a time of crisis, but until then, they will wait to replace the “can’t-do” attitudes
• Selecting key leaders for a project team is not a systematic process
• Where there is the perception of equal knowledge, trust is built through personal relationships
• People tend to pick people who are like themselves

The following recommendations were made by the research team: (RR103-11, pp. 85-87)

• We use a formal sieve for evaluating technical skills (the resume and longevity), but we need to develop the same for evaluating conceptual and interpersonal skills.
• Inventories are not predictive of performance or fit within a team. They do, however, help people understand themselves and others.
• To improve project performance, more than technical skills should be reviewed.
• Key leaders should develop a better understanding of the entire team before beginning a project.

The research team developed the following list of Don’ts and Do’s related to project organization: (RR103-11, pp. 87-88)

Don’ts

• Don’t ignore the differences between people.
• Don’t wait for relationships to get better.
• Don’t block communication channels.
• Don’t assign team members from above (let the Project Managers select their own teams).

Do’s

• Do understand yourself through others’ eyes.
• Do think ahead.
• Do train leaders to use these instruments in the forming stage of the team.
• Do consider more than technical ability.