Development Cooperation Handbook/Guidelines/Measures to make teams more performing

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Measures to make teams more performing


  • Review and revise organizational and project/programme purpose-unit measures. Do project/programme purpose-unit measures flow from and support organizational strategy? If only financial measures are being used, ask why. Identify measures to evaluate both strategic success and market results.
  • Review and revise project/programme purpose operating system measures. Are there measures for beneficiary satisfaction? Flexibility of innovation? Productivity?
  • Map the project/programme purpose process. Identify the teams, beneficiaries and the products/services the beneficiaries need. Identify all major process steps and handoffs that lead to the final product. Change the process to simplify it and increase value to the beneficiary.
  • Identify team measurement points. Always measure the final product. Decide which process steps and handoffs are worth measuring.
  • Identify individual accomplishments that support the team’s process. Build a role-result matrix with team members down the left column, key process steps across the top row and accomplishments needed to support each process step inside each cell.
  • Develop team and individual performance measures. For each accomplishment, select the general measures that are important (quantity, quality, cost or timeliness). For each general measure, answer the questions, “How can (quantity, quality, cost or timeliness) be measured?” If an accomplishment can be measured with numbers, record the units to be counted or tracked by percentage. If performance only can be described, list who will judge the work and what factors they will consider.
  • Develop team and individual performance objectives. The goal is verifiability. If the measure is numeric, ask, “For this measure, what number would represent ‘meeting expectations’?” Establish a range of performance above which special recognition is warranted and below which a performance problem exists. If the measure is descriptive, ask, “For each factor the judge will look at, what would this person see that means a good job has been done?” List the judge, factors, and what constitutes a good job for each factor. Ask, “If this description equals ‘meeting expectations,’ what would ‘exceeding’ look like?” Write what the judge would see happening if these expectations are exceeded.

Tools[edit]

Templates[edit]

Swiss sknife.png Applicant employee evaluation form
Swiss sknife.png Staff Activity Forecast and Report
Swiss sknife.png Interpersonal skill assessment
Swiss sknife.png Employee Performance Review – Peer Review
Swiss sknife.png Performance appraisal forms

Guidelines[edit]

Swiss sknife.png Key Questions for Establishing the Team Organization
Swiss sknife.png How to reach an agreement on the Employee Performance Objectives
Swiss sknife.png How to manage motivated and effective teams
Swiss sknife.png How to recognize if Team Building is successful
Swiss sknife.png How to check the level of togetherness in a team
Swiss sknife.png The 5 steps of team creation
Swiss sknife.png Checklist for Identifying Performance Problems

Swiss sknife.png Why do organisations need to plan and manage their communication?
Swiss sknife.png How team members can improve overall project communication
Swiss sknife.png Required characteristics of the project manager
Swiss sknife.png The 10 Project Management Guiding Principles

See also[edit]

In other sections of this handbook
Ezra Cornell's first book.jpg The employee empowering organization
Ezra Cornell's first book.jpg Manage the Performance of Project Team Members
Ezra Cornell's first book.jpg Team Conflict Management
Ezra Cornell's first book.jpg Decision Making in Groups
Ezra Cornell's first book.jpg Leading and Managing
Ezra Cornell's first book.jpg Team Conflict Management
Ezra Cornell's first book.jpg Decision Making in Groups
Ezra Cornell's first book.jpg Project Managers and programme Managers
Ezra Cornell's first book.jpg Determining the project manager