How to Assemble a Project Team
Assembling a project team is just as much about selecting team members as it is fleshing out the project organizational structure. Regardless of the organizational structure you choose, this entails setting up rules and procedures, defining expectations and establishing communication. If these things aren’t clearly defined before the project begins, they’ll inevitably lead to trouble down the road.
Three Key Steps to Create a Project Team
As we said, assembling a project team will look different depending on the project and organizational structure. That in mind, here are a few universally helpful details to focus on when putting together your team.
Consider Interdepartmental Needs: Lots of projects require multiple departments to work together to achieve deliverables. Within the project team structure, each involved department should be headed by a leader who manages a team of individuals in their department. So, before getting into the nitty gritty of assembling the team, decide which departments to involve and who will lead them.
Create Communication Practices: Because the project team structure does involve so many tiers of individuals, it’s extremely important to keep communication fluid. Otherwise, the team will begin to feel like multiple, independent departments working toward different goals. The best way to prevent this from happening is by setting a cadence for meetings, requiring status reports, scheduling interdepartmental collaboration time and any number of other ideas.
Clearly Define Expectations: The best way to set communication up for success and keep the entire project running smoothly is by clearly defining expectations. The most successful projects are led by project managers who lay down ground rules and define expectations from the get-go. These rules can also include clear boundaries, what steps to take if something goes wrong and more. We recommend going so far as to put these things in writing and keeping the document somewhere the whole team can reference.
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