Development Cooperation Handbook/Learning and Knowledge Management/The team learning and development plan
The PM should should evaluate the skills of each team member and determine whether he/she met the current and future needs of the project and raise the capacity of the human resources of the organization to manage successfully their task and contribute to the generation of a healthy communication climate within the organization and with external stakeholders. (thereby fulfilling the basic requirement for an employee empowering organization).
The PM should execute the Training Plan During Project Planning the Project Manager evaluated the skills of each team member to determine whether he/she met the current and future needs of the project. For each team member requiring training, the Project Manager established a specific Training Plan. The Training Plan includes the method by which each team member will be trained, and the corresponding training schedule. During Project Execution, the Project Manager must review the contents of the Training Plan to be sure they are still applicable to the project. If additional training is necessary, it should be added to the plan. If it is determined that planned training is no longer necessary, it must be removed from the plan. If new team members have joined the project since the Training Plan was established, the Project Manager must evaluate the skill level of the new members to determine if additional training is needed. In all cases, training tasks must be added to or removed from both the Training Plan and the Project Schedule, since they will affect the end date of the project.
As training takes place during Project Execution, the Project Manager should update the Training Plan with the names of the trainees and actual training completion dates. This information will be used to measure the success of the Training Plan, and enable the Project Manager to provide input for evaluating team members and preparing staff performance appraisals. In addition, the Project Manager should mark the corresponding Project Schedule tasks as complete.
A basic assumption of this manual is that the best managerial style for a development aid organization is of designing and managing itself and its culture in such a way as to make itself :
The combination of these three factors the nurturing of a communication climate such as to work strategically, collaboratively and cost-effectively, being innovative and accountable.
Guideline: Measures to make teams more performing
See also[edit | edit source]
In other sections of this handbook
How do we manage the human resources of programmes and projects?
The learning organization
The employee empowering organization