7.5.3. Evaluating a team

Evaluating the performance of a project team can be complicated

Team members can be sourced from wholly within an organisation, wholly outside, or a combination.

A team has stages of development and maturity throughout the lifetime of a project, which can affect the success of a project.

Forming

The team gets together and individuals learn about each other. Team members learn their individual and team roles and responsibilities.

Storming

Members input their ideas and expectations, with role overlaps or gaps between roles identified.

Norming

The team becomes cohesive. Roles and responsibilities are clear, and expectations set, although a hierarchy may form, and may possibly create conflicts between team members.

Performing

The team delivers. Individual and team effectiveness and efficiency are apparent.

Adjourning

The end of a project. Team members are a cohesive unit, and primed for another project.

A team can be evaluated as a unit, individually, or as roles. An evaluation is better carried out by someone involved in the project in some capacity; if carried by someone not involved in the project, the evaluation is less likely to be successful.

There are certain skills and traits to look out for to help build a successful team.

Competency
Commitment
Compatibility

It is important to be aware that team performance could well vary through the team development stages, and to make appropriate (and sensitive) adjustments before project performance becomes affected.

A team evaluation, however accurate, may also be of limited benefit in some circumstances.

There is no future project for a team to work on
Team members move on, having completed a project
The same team may not be available for future projects