Quotes & Sayings About Project Teams

the more successful change transformations were more likely to set behavioral goals: 89 percent of the top third versus only 33 percent of the bottom third. For instance, a behavioral goal might be that project teams would meet once a week — Chip Heath

Self-organizing teams form the core of APM. They blend freedom and responsibility, flexibility and structure. In the face of inconsistency and ambiguity, the teams strive to consistently deliver on the product vision within the project constraints. Accomplishing this requires teams with a self-organizing structure and self-disciplined individual team members. Building this kind of team is the core of an agile project leader's job. — Jim Highsmith

Nobody knows how Honda is organized, except that it uses lots of project teams and is quite flexible. — Kenichi Ohmae

incremental development can be disconcerting for teams and management who aren't used to it because it front-loads the stress in a project. — Steve Freeman

To graduate, Miller added, all Olin students "must complete a yearlong engineering design project in small teams with a corporate sponsor that provides financial support for each project. The projects require a corporate liaison engineer and often involve nondisclosure agreements and new product development." Olin — Thomas L. Friedman

Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results. — Jim Highsmith

Group norms, the researchers on Project Aristotle concluded, were the answer to improving Google's teams. "The data finally started making sense," said Dubey. "We had to manage the how of teams, not the who. — Charles Duhigg

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem.
This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He's also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective. — Peter Sims

Agile Project Management focuses on selecting the right skills for project team members and molding them into productive teams. — Jim Highsmith

We should conduct ourselves so that wisdom will grow. Our organization's structures should be designed to facilitate learning at all levels, in all areas, even if at first we don't see the relevance. Professional development opportunities including seminars, university programs, special project teams, and mentoring programs are just a few examples of structured learning. — Franz Metcalf