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Tuckman’s forming-storming-norming-performing model
Chapter 3
Human Resource Management
Human resource management is about making the most effective use of the people involved with the project. It includes organizational planning, staff acquisition, and team development. The project manager must be able to build a project team staffed with peo- ple with the right mix of skills and experience and then train, develop, coach, and moti- vate them to perform effectively on the project.
The project manager may be assigned all members of the team, or may have the lux- ury of selecting all or some team members. Team members should be selected based on their skills in the technology needed for the project, their understanding of the business area affected by the project, their expertise in a specific area of the project, and their ability to work well on a team. Often, compromises must be made. For example, the best available subject matter expert may not work well with others, which becomes an addi- tional challenge for the project manager.
Experienced project managers have learned that forming an effective team to accom- plish a difficult goal is a challenge in itself. For the team to reach high levels of perfor- mance, it takes considerable effort and a willingness to change on the part of the entire team. A useful model to describe how teams develop and evolve is the forming-
storming-norming-performing model, which was first proposed by Bruce Tuckman (see Figure 3-7).14
During the forming stage, the team meets to learn about the project, agrees on basic goals, and begins to work on project tasks. Team members are on their best behavior and try to be pleasant to one another while avoiding any conflict or disagreement. Team members work independently of one another and focus on their role or tasks without understanding what others are attempting to do. The team’s project manager in the for- mation stage tends to be highly directive and tells members what needs to be done. If the team remains in this stage, it is unlikely to perform well, and it will never develop break- through solutions to problems or effectively solve a conflicting set of priorities and constraints.
The team has moved into the storming stage when it recognizes that differences of opinion exist among team members and allows these ideas to compete for consideration.
FIGURE 3-7 Tuckman’s forming-storming-norming-performing model
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Project Management
Team members will raise such important questions as “What problems are we really supposed to solve?” “How can we work well together?” “What sort of project leadership will we accept?” The team might argue and struggle, so it can be an
unpleasant time for everyone. An inexperienced project manager, not recognizing
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