shindar1016

專案管理第二章--「打造一個穩固的團隊」

1.      突顯組員的重要性：像組員說明他們的職責，以及每個人對於團隊成功所能做的貢獻。公開表揚那些平常可能被忽略的貢獻。

Demonstrate that people matter: Explain to team members their responsibilities and how each person’s work contributes to the team’s success. Acknowledge contributions that might normally go understand.

2.      展現對團隊的信心：避免微管理的誘惑。有時候，落能放手讓人們「瞎搞」一番，反而能助長他們自行想出辦法的自信。訂出有彈性的目標，盡量將決策權交給前線人員。

Convey confidence in your team: Avoid the temptation to micromanage. Letting people “muddle through” sometimes gives them confidence they can figure things out on their own. Assign stretch goals. Move decision-making authority as close to the frontline’s as possible.

3.      表彰優良表現：訂出高績效標準。在小組會議與任何小組文件中（記錄、公告欄等等），別忘了特別表揚那些有貢獻的組員。在小組支援者/經理前強調這些優良表現。

Recognize good performance: Set a high standard for performance. In team meetings and in any team documentation ( notes, bulletin boards, etc), make sure the names of contributing team members are featured prominently. Point out good performances to the team sponsor/manager.

Thoughts of wisdom

獨自定義與規劃專案、然後交由組員執行，這並不是明智之舉。組員會覺得他們執行的是你個人的計畫、而非他們的，績效也會一蹶不振。

It’s not a good idea for you to define and plan the project work alone, then simply hand it to the team members to implement. They’ll feel that they’re executing your plan, not theirs, and performance is likely to suffer.