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A) Project charter
B) Team performance assessments
C) Cost baseline
D) Statement of work
A) Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones.
B) Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities.
C) Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the slower progress.
D) Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.
A) You write down the ideas of team members and structure them into categories of strengths, weaknesses, opportunities and threats during the session.
B) You creatively gather thoughts and ideas without any discussion or frowning. These ideas are only filtered and structured after the end of the brainstorming session.
C) Your team members wear hats with different colors, each of which stands for a way of thinking. Each member discusses topics from the viewpoint of their thinking.
D) You try to eradicate deviating ideas and concepts of team members during the meeting, so that the entire project team follows your principles.
A) …the degree of dependence relationships between individuals.
B) …the significance of the person versus that of the group.
C) …the identification with the gender role of an individual.
D) …the tolerance for ambiguity or uncertainty in the workplace.
A) Organize a team meeting and discuss openly the bad performance of the weak team members. Try to find a joint solution during the meeting.
B) Introduce a competitive incentive system with a bonus for the 20% of your team which is performing better than the other 80%.
C) Do not interfere, but give the team some time to organize, and sort the problem out by low-level conflict management.
D) Introduce a system of formal and informal performance appraisals, research causes for bad performance and solicit mutual feedback.