Tools & TechniquesTools & Techniques

Team ChartersTeam Charters

CHARTERS

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Team Charters and Natural Work Teams

CONTENTS:

• Managing a Team

• Establishing a Charter and Definition

• An Example of a Team Charter

• What is a Natural Work Team

CHARTERS

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Managing a team demands basic projectmanagement skills

Objectives Timelines

Plan-Do-Review

Deliverables

Critical Success Factors

Resources

Issues Activities

CHARTERS

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The first step in managing a team is to establish its charter

Objectives of a charter:

• To provide the team with a focus for discussing their role

• To give management a check point for early review

• To give other teams an overview of the team’s activities

• To help generate a fast start to setting up a new team or re-establishing an existing team

A charter is a one-page document created during a team’s launch, outlining the team’s objectives and other critical elements of success.

A charter is a one-page document created during a team’s launch, outlining the team’s objectives and other critical elements of success.

Definition of

a Charter. . .

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An example of a standard team charter

IssuesIssues

Objectives

The Team• High level

indicators with a target that clearly enables progress against the stated objectives to be measured e.g. Current market share in Europe (target 30% by end 2001)

• High level indicators with a target that clearly enables progress against the stated objectives to be measured e.g. Current market share in Europe (target 30% by end 2001)

ScopeScope Critical Success Factors

Critical Success Factors

MeasuresDeliverables

• Indicates something that must happen if the objectives are to be realised e.g. Supplying Europe is core to the company strategy

• Indicates something that must happen if the objectives are to be realised e.g. Supplying Europe is core to the company strategy

• The aims of the team e.g. to restore market share to its 1999 level

• The aims of the team e.g. to restore market share to its 1999 level

• Identifies the key people who need to be involved and as appropriate, defines their role e.g. A. N. Other Facilitator; J. Bloggs Client

• Identifies the key people who need to be involved and as appropriate, defines their role e.g. A. N. Other Facilitator; J. Bloggs Client

• Specific tasks which the team will complete e.g. Summary of market share by country for the last 5 years

• Specific tasks which the team will complete e.g. Summary of market share by country for the last 5 years

•What is it that the team are trying to address e.g. We are rapidly losing market share in Europe

•What is it that the team are trying to address e.g. We are rapidly losing market share in Europe

• Clearly defines the areas to be covered e.g. Europe markets excluding the Balkans

• Clearly defines the areas to be covered e.g. Europe markets excluding the Balkans

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When developing the objectives and deliverables in your charter. . .

• Ensure that the aims of the charter are consistent with the higher level company strategy or vision

• Introduce ‘stretch targets’

• Remember to consider soft issues (culture and behaviour), not just the more tangible issues such as cost reduction

Remember not to get too detailed when building your charter.Remember not to get too detailed when building your charter.

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IssuesIssues

• H2 inspire delivery • H2 maintain momentum within the

extended team• H2 ensure the changes that we make

are sustainable• H2 balance financial delivery with

personal development• H2 maintain delivery focus whilst

extending influence outside the team in an environment of increasing demands on our skills

• H2 manage individual insecurity• H2 to be a more effective link between

the team and the management team• H2 ensure sufficient resourcing

• H2 inspire delivery • H2 maintain momentum within the

extended team• H2 ensure the changes that we make

are sustainable• H2 balance financial delivery with

personal development• H2 maintain delivery focus whilst

extending influence outside the team in an environment of increasing demands on our skills

• H2 manage individual insecurity• H2 to be a more effective link between

the team and the management team• H2 ensure sufficient resourcing

ObjectivesObjectives

• Support the project for delivery • Lead new dynamic culture where

agreed by leadership team• Create sustainable ‘best practice’ and

ensure it is articulated and delivered• Facilitate personal growth, assisting

self-awareness of strengths/weaknesses and managing expectations

• Support the project for delivery • Lead new dynamic culture where

agreed by leadership team• Create sustainable ‘best practice’ and

ensure it is articulated and delivered• Facilitate personal growth, assisting

self-awareness of strengths/weaknesses and managing expectations

The TeamThe Team

ScopeScope

• All team members• All Clients associated with the team• Leadership Team members • Key stakeholders identified in

mobilisation plans

• All team members• All Clients associated with the team• Leadership Team members • Key stakeholders identified in

mobilisation plans

DeliverablesDeliverables

• Motivated project team• Clear communicated resource,

development and succession plans• A fully implemented performance

management process• An updated team transformation

map• Leadership team interventions to

provide inspiration, energy and development leadership

• A communication and mobilisation plan

• A management team demonstrably operating all project processes

• Motivated project team• Clear communicated resource,

development and succession plans• A fully implemented performance

management process• An updated team transformation

map• Leadership team interventions to

provide inspiration, energy and development leadership

• A communication and mobilisation plan

• A management team demonstrably operating all project processes

Critical Success FactorsCritical Success Factors

• Ongoing communication of the need for change

• Focus on short-term delivery• Effective/timely resolution of difficult

issues• Total commitment to management and

the team• Ongoing management support for the

team• Exhibit behaviours that value the team

in a period of individual uncertainty

• Ongoing communication of the need for change

• Focus on short-term delivery• Effective/timely resolution of difficult

issues• Total commitment to management and

the team• Ongoing management support for the

team• Exhibit behaviours that value the team

in a period of individual uncertainty

MeasuresMeasures

• Meeting management processes > 75%

• Performance review > 95%• Simplified quality of work life charter

followed by clear resultant action• Creation and ongoing monitoring of

transformation map• Visible Benefits tracking• Clear Plan-Do-Review process with

Traffic lights system

• Meeting management processes > 75%

• Performance review > 95%• Simplified quality of work life charter

followed by clear resultant action• Creation and ongoing monitoring of

transformation map• Visible Benefits tracking• Clear Plan-Do-Review process with

Traffic lights system

Joe Bloggs - ClientArthur Smith - FacilitatorSally BrownDouglas Bank

Joe Bloggs - ClientArthur Smith - FacilitatorSally BrownDouglas Bank

An example of a Team Charter

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A charter provides focus and direction for a team

•Aids in communicating the purpose of the team

The charter is a teams’

blueprint for success.

•Helps to clarify roles and responsibilities

•Aids in team design and selecting participants

•Clearly communicates the scope

• Lists specific deliverables

•Clearly defines expected accomplishments

•Outlines approach the team will use

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What is a Natural Work Team (NWT)

• It needs to contain the ‘right’ people

• It addresses the ‘correct’ issues

• Focused on problems/solutions

• NWTs exist temporarily

A Natural Work Team is a small group of A Natural Work Team is a small group of people who have come together to people who have come together to address a common business issue - address a common business issue - a top-down specification of the a top-down specification of the problem but a bottom-up problem but a bottom-up development of the solutiondevelopment of the solution

A Natural Work Team is a small group of A Natural Work Team is a small group of people who have come together to people who have come together to address a common business issue - address a common business issue - a top-down specification of the a top-down specification of the problem but a bottom-up problem but a bottom-up development of the solutiondevelopment of the solution

Definition

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Further information. . .

Please contact Simon Lees or Caitriona Manser

Please contact Simon Lees or Caitriona Manser

“Using Work Teams Effectively - HPT Approach” Change ManagementToolbox

“Using Work Teams Effectively - HPT Approach” Change ManagementToolbox