悉尼mit it硕士选课 INFO5990

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悉尼mit it硕士选课 INFO5990 INFO5992 INFO5301 COMP5301

INFO5990
Week 2 阅读
https://github/QD-USYD/INFO5990
（启点学院）
The different models of project teams in project management项⽬团队
的多种模式
The basics of project teams 项⽬团队的基本知识
One factor that affects project team make-up is whether or not there is an offshore
or virtual team, as that group will need to have their own dedicated lead to liaison
with the rest of the team.
影响项⽬团队构成的⼀个因素是，是否存在离岸或虚拟团队，因为该团队需要有⾃⼰
的专⻔负责⼈与团队其他成员联系。
Three organizational structures that affect project teams 影响项⽬团队的三种
组织结构
Functional organizational structure 功能性组织结构
teams are based on specialised functions, giving project managers less
power and control as functional team leads are the ultimate authorities (e.g.
Marketing, Development, Sales)
团队基于专⻔的职能，给予项⽬经理更少的权⼒和控制，因为职能团队领导才最
有话语权 (如营销、开发、销售)。
Project organizational structure 项⽬组织结构
teams are created based on the projectʼs needs, and the project manager
has ultimate authority (e.g. large construction projects)
团队是根据项⽬的需要创建的，项⽬经理拥有最⼤的话语权(例如⼤型建设项⽬)
Matrix organizational structure 混合组织结构
team members work in functional roles as well as project-based roles, and
responsibilities are shared between project managers and functional leads.
团队成员在功能性⻆⾊和基于项⽬的⻆⾊中⼯作，并且在项⽬经理和功能性领导
之间分担责任。The higher echelons更⾼的阶层
In some organizations, there may be a team of project managers that steps in and
manages projects that span across functional groups.
在⼀些组织中，可能会有⼀个项⽬经理团队介⼊并管理跨功能组的项⽬。
There might also be project managers who specialize in leading projects that are
more technical in nature or focused around a certain methodology, like Scrum or
Agile.
也可能有项⽬经理，他们专⻔领导更技术性的项⽬，或者专注于特定的⽅法，⽐如
Scrum和Agile
At smaller companies, project managers may also find themselves in multiple roles,
blurring the lines between positions and structure on a team.
在⼩公司，项⽬经理可能会发现⾃⼰身兼多职，模糊了团队中职位和结构之间的界
限。
Forming project teams – the right mix is key to success 组建项⽬团队
⸺正确的组合是成功的关键
第⼀段
teamwork is essential for projects.
团队合作是项⽬的关键。
Bruce Tuckman´s stages of team development – forming, storming, norming,
performing and adjourning
Bruce Tuckman的团队发展的五个阶段
However, little attention has been paid so far to the team composition.
然⽽很少有⼈注意到团队的组成部分的重要性。
they are basically formed with people from the functional department being
available at the moment of the request.
他们基本上是由职能部⻔的⼈组成的，有需要的时候才叫他们
It would be merely coincidence that those people fit together.
这种临时⼯拼⼀起的团队能成才有⻤了第⼆段
Another problem is, that project managers often do not know which people they
need for their project.
项⽬经理经常不知道他们的项⽬需要哪些对的⼈
If one person does not fit, the whole team will most likely underperform.
如果⼀个⼈不合适，整个团队很可能表现不佳。
Thus, the project manager needs to analyse the project tasks and derive key
requirements for all team members.
因此，项⽬经理需要分析项⽬任务并得出所有团队成员的关键需求。
if the basic requirements of the team members are not fulfilled, the “healing forces”
of self-organisation and leadership might not be enough for a successful
completion of the project.
如果团队成员的基本要求没有得到满⾜，那么⾃我组织和领导可能不⾜以成功完成项
⽬。
How to reach the right mix of a project team?如何让⼀个项⽬团队有正确组合?

1. the project manager, analysing the project with its requirements regarding
   people and developing the team systematically along Tuckman´s five stages.
   项⽬经理，分析项⽬及其对⼈员的需求，并沿着塔克曼的五个阶段系统地发展团队
2. the project sponsor, ensuring the deployment of the “right” team members
   from the functional departments in order to help the project to succeed
   项⽬赞助商，确保从职能部⻔部署“正确的”团队成员，以帮助项⽬成功
3. the project team members themselves, performing assigned tasks in the best
   possible way through motivation, competences and interaction.
   项⽬团队成员通过激励和相互作⽤以最佳⽅式完成分配的任务。
   总结
   the focus of the project manager (together with the sponsor) should be on
   forming project teams with a mixture that allows the team to dynamically
   grow throughout the project lifecycle and successfully achieve what is
   expected from them.
   项⽬经理(和赞助商⼀起)的重点应该是组成⼀个混合的项⽬团队，使团队能够在整个项
   ⽬⽣命周期中动态地成⻓，并成功地实现对他们的期望。
   5 STAGES OF A TEAM DEVELOPMENT TUCKMAN | BETTER EXPLAINED
   塔克曼团队发展的5个阶段FORMING STAGE 形成阶段
   Team members are 团队成员在这个阶段
   Positive 积极
   Polite 礼貌
   Anxious 焦虑
   Excited 兴奋
   In this stage, the team members are like independent entities; no bond with others,
   and responsibilities are clear. Your role as a leader is to make efforts and let them
   mingle and introduce with frequent meetings.
   在这个阶段，团队成员就像独⽴的个体; 与他⼈没有联系，责任明确。作为领导者，你
   的⻆⾊是努⼒让他们相互了解，并通过频繁的会议来让团队熟络。
   STORMING STAGE 动荡阶段
   As a leader, make sure to discuss the below in meetings
   作为领导者，⼀定要在会议中讨论以下问题
   Each Memberʼs skills 每个⼈的技能
   Background 背景
   Interests 兴趣
   Set Ground Rules 建⽴制度
   Boundaries – Members start to push against the established informing stage 成员
   们开始反对规则
   Workload – Ea

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