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Six Team Challenges for Project Management Teams

By their very nature, project management teams are unique, and face their own opportunities and challenges. This article examines six common team challenges that project management teams face, and includes questions that project managers may want to consider regarding the development of their own project teams.

Challenge #1: Finished Team Schedule

Project Management is for a limited time, with a fixed start and end time. The project can be days, weeks, months or sometimes years. Teams outside the project world don’t need to experience the same finished nature.

Questions:

What are the challenges of your team’s finite timeline?

What do you notice about your team process?

What are the unique needs of your team, collectively, and individually as you move from inception to implementation and completion?

Challenge #2: Different team members have different roles and responsibilities

Project teams often include a fluid mix of different team members coming in and out of the project. This can sometimes lead to a lack of clarity about the different roles and responsibilities of different team members.

Questions:

How much time did you spend clarifying the different roles and responsibilities of the different team members in your project?

Where is the overlap?

What are the gaps?

What steps do you need to take to address these?

Challenge #3: Different team members belong to a series of different project teams

It is very common for employees to belong to several project teams at the same time, reporting to several directors or managers at the same time. Matrix management presents opportunities and challenges for team leaders and team members alike.

Questions:

How strong is the connection/membership to your team?

What steps can you take to promote team member engagement in your team?

What relationships do you want to strengthen throughout the matrix?

Challenge #4: Potentially Virtual Nature of the Project Team:

A very common challenge within project teams is their virtual nature, where team members are either M-Workers, or are actually located in different locations. Virtual teams can pose a wide range of challenges as they may work across time zones, distances and cultures.

Questions:

If we have a virtual role for our team, who is it?

What are the obstacles due to our nature of the virtual team?

What steps can we take to ensure that those who are needed are involved in our team process and communication?

Challenge #5: Unclear vision for the team

Unfortunately, it can be common for a project’s vision to be tightly held by a few members of the project management team, and not widely shared by all. Developing a common vision is an essential part of creating a high performance team.

Questions:

Who contributed to the overall vision of the project?

Who shares this vision? Is it common among all team members?

What steps can you take so that every member of the team shares the vision?

Solution:

Spend time with the team creating a common vision of the final product

Challenge #6: Unclear about the team’s strengths

Given the prevalence of immobile project teams, it is very common for their time together to be spent on action (which can often be unfocused) rather than preparation and planning. Remember, every 10 minutes of planning can save 60 minutes of unfocused effort.

Questions:

What strengths does each team member bring to your team?

What are the strengths of your team system as a whole?

What are the gaps or blind spots?

What steps can you take to address this?

Solution:

Look for an assessment to measure the strengths of your team system, or the strengths of individual team members. Facilitates a discussion about where the commonalities were among the team, as well as the differences. Notice the project team’s strengths, as well as their blind spots.

As you move into a new project, keep these six challenges in mind. Think about and discuss with your team the questions and solutions related to each challenge, creating a solid foundation for your success.

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