Having spent the last couple of years on project sites around the country trying to control cost on projects as a cost engineer, it has never been so clear what the key performance indicators are for one to rely on in tracking cost of projects and managing projects due to the mathematical manipulations one encounters as a contractor.
Nevertheless, this training has availed me the opportunity of knowing best practical project management tools which can be deployed in our country if well applied.
The Earned Value Management tool is one tool I just learnt of and is a must use by all contractors and clients alike, its workings are simple, simply put one only earns what he has worked for. The milestones payment systems is easily manipulated by mathematically manipulating S-curves to achieve payments on certain milestones even if it has not been achieved but with the EVM system, works that are completed are only what is paid for. It makes contractors to be responsible in ensuring what is to be done is actually done and on time which enhances payment.
This will in turn be a check on cost overrun of projects and good project delivery as per cost.
December 18, 2010
December 16, 2010
W1_Samuel KALU_NigeriaAACE Team Assessment
W1_SAMUEL KALU_NigeriaAACE Tuckman Team Assessment
There are stages in the life of every group of people that have come together for a particular purpose, including project management teams. Five major stages in the life of a team have been identified to be: the Forming, Storming, Norming, Performing and Adjourning stages.
There are stages in the life of every group of people that have come together for a particular purpose, including project management teams. Five major stages in the life of a team have been identified to be: the Forming, Storming, Norming, Performing and Adjourning stages.
Several models have been developed to aid in assessing the progress of teams through these stages (starting from the Forming to the Adjourning stage), one of such being the Tuckman Team Assessment Model, established by Dr Bruce Tuckman during the mid-sixties to the seventies.
I had earlier done a Team Assessment of Nigeria AACE using Tuckman’s model, and had the following scores: Forming = 28; Storming = 29; Norming = 23 and Performing = 24 (The Test was limited to the first four stages. See Attachment below for details).
The above scores show that in my opinion, NigeriaAACE Team is in the Storming stage (highest score of 29).
Some observable behaviours and/or actions that formed the basis for my scores are as follows:
1. The Team members are very forthcoming in bringing up ideas on how to make their work easier, but we end up either not using such ideas or there are many of them conflicting with one another, hence the decision-making process becomes more tasking.
2. Occasionally, we have realised that the tasks at hand have not always been what we thought they will be, even though we are all eager to get them accomplished.
3. Despite all the stress involved, our PgMs & PMs still assume their leadership roles in getting team members to do their work, and actually make personal contributions to work progress.
4. Sometimes we set goals that may not be achievable, bearing in mind our tight schedules (might be because we want to make up for lost time).
5. In our haste to catch up with time, we often forget to go back and check the provisions of our documents like the Team Governance Agreement, Project Plan, etc.
6. So far, we have put in a lot of time, money and energy (even our families are feeling the heat!), but there doesn’t seem to be any appreciable/commensurate output, in terms of deliverables.
7. Though there is a great clarity of purpose in the team (each member understands what is required of him), there are still lots of uncertainties
In this Storming stage of team development where NigeriaAACE currently sits, the recommended leadership style is: coaching (or instructing). In addition, in order to accelerate Team progress:
· Every team member should consider himself a leader by all respects, and act as such within their own spheres of influence.
· Team members should be encouraged to tackle all decision-making processes and arrive at solutions that will be acceptable to all (i.e. a consensus).
· The team’s work plan should be carefully followed, to eliminate or minimise uncertainties.
· The team should be goal-oriented, and avoid all forms of distraction.
· There should be a stronger sense of commitment in the team
REFERENCES
1. www.nwlink.com/~donclark/leader/teamsuv
2. Bruce Tuckman’s 1965 Forming Storming Norming Performing Team Development Model, www.businessballs.com/tuckmanformingstormingnormingperforming
ATTACHMENT
SUMMARY OF TUCKMAN TEAM ASSESSMENT TEST CARRIED OUT ON NIGERIA AACE TEAM
I had earlier done a Team Assessment of Nigeria AACE using Tuckman’s model, and had the following scores: Forming = 28; Storming = 29; Norming = 23 and Performing = 24 (The Test was limited to the first four stages. See Attachment below for details).
The above scores show that in my opinion, NigeriaAACE Team is in the Storming stage (highest score of 29).
Some observable behaviours and/or actions that formed the basis for my scores are as follows:
1. The Team members are very forthcoming in bringing up ideas on how to make their work easier, but we end up either not using such ideas or there are many of them conflicting with one another, hence the decision-making process becomes more tasking.
2. Occasionally, we have realised that the tasks at hand have not always been what we thought they will be, even though we are all eager to get them accomplished.
3. Despite all the stress involved, our PgMs & PMs still assume their leadership roles in getting team members to do their work, and actually make personal contributions to work progress.
4. Sometimes we set goals that may not be achievable, bearing in mind our tight schedules (might be because we want to make up for lost time).
5. In our haste to catch up with time, we often forget to go back and check the provisions of our documents like the Team Governance Agreement, Project Plan, etc.
6. So far, we have put in a lot of time, money and energy (even our families are feeling the heat!), but there doesn’t seem to be any appreciable/commensurate output, in terms of deliverables.
7. Though there is a great clarity of purpose in the team (each member understands what is required of him), there are still lots of uncertainties
In this Storming stage of team development where NigeriaAACE currently sits, the recommended leadership style is: coaching (or instructing). In addition, in order to accelerate Team progress:
· Every team member should consider himself a leader by all respects, and act as such within their own spheres of influence.
· Team members should be encouraged to tackle all decision-making processes and arrive at solutions that will be acceptable to all (i.e. a consensus).
· The team’s work plan should be carefully followed, to eliminate or minimise uncertainties.
· The team should be goal-oriented, and avoid all forms of distraction.
· There should be a stronger sense of commitment in the team
REFERENCES
1. www.nwlink.com/~donclark/leader/teamsuv
2. Bruce Tuckman’s 1965 Forming Storming Norming Performing Team Development Model, www.businessballs.com/tuckmanformingstormingnormingperforming
ATTACHMENT
SUMMARY OF TUCKMAN TEAM ASSESSMENT TEST CARRIED OUT ON NIGERIA AACE TEAM
1. Forming Stage
Question No.: 1 5 10 15 18 21 27 29
Score: 5 4 2 4 5 2 3 1
Total Score: 26
2. Storming Stage
Question No.: 2 7 9 16 20 23 28 31
Score: 3 5 5 3 3 5 3 2
Total Score: 29
Question No.: 2 7 9 16 20 23 28 31
Score: 3 5 5 3 3 5 3 2
Total Score: 29
3. Norming Stage
Question No. 4 6 11 13 19 24 25 30
Score: 5 2 1 5 4 1 3 2
Total Score: 23
Question No. 4 6 11 13 19 24 25 30
Score: 5 2 1 5 4 1 3 2
Total Score: 23
4. Performing Stage
Question No.: 3 8 12 14 17 22 26 32
Score: 3 1 3 5 1 4 4 3
Total Score: 26
Question No.: 3 8 12 14 17 22 26 32
Score: 3 1 3 5 1 4 4 3
Total Score: 26
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