highperformanceteamwork高绩效团队合作.docVIP

James Graham It is a truism that modern organisations demand 態etter, faster, cheaper?performance from their projects and those leading them. Many turn to software tools in the belief that knowledge is power, but sadly the principle that 慻arbage input?to a system produces 慻arbage out?tends to reduce the positive impact of automation. Some of us take a different approach and rely on the soft machine, known as the human being, as the foundation of high performance teamwork. So far, so good, but humanistic platitudes do not deliver results and delivering results is very much the business of project managers. At this stage, the executive may reasonably scan the ever-changing world of management literature for the latest 慺ad?or magic bullet that is just as guaranteed to solve the problem as snake oil could be expected to cure all ailments in the American West. This article will argue that common sense and sound general management techniques can deliver the sustainable results that the more exotic theories fail to provide. The HPT Molecule 此主题相关图片如下： High Performance Teamwork (HPT) has been a powerful management concept for a number of years now and there are many theories, tools and techniques that the project manager can use as interventions in this area. In my experience, one solution can be modelled as the HPT molecule in figure 1. Despite the implication of the scientific name, this model is based on common sense and sound general management knowledge, skills that the professional project manager should possess in some depth. Relationship Let抯 start at the top of the model, recognising the importance of interpersonal relationships, long recognised in the sales profession, described with the mantra 憄eople buy people first? In other words, sell the relationship before trying to sell the product. At first review, this may seem inappropriate to the world of project management, with its hard scientific/engineering approach, highly chunked and controlled