For larger groups involved in programs or large projects, multiple risks can be presented, and the participants can be divided into groups that are likely to work together over the course of the program. Each group can then have a facilitator to take the team through the same type of exercise described above.

Building communication norms

Another straightforward way to realize team building without holding a “team building session” is to collect as a project team and discuss communication norms. Each individual on the team is likely to have slightly (or radically!) different communication habits. Some will check email frequently while checking voice mail only once a day. Some will do just the opposite. Others still will have a very different approach – going to great pains to make face-to-face contact to avoid voicemail and email altogether. With all of these differences, how does a team effectively communicate?

Pulling the team together and discussing the media you will use to communicate and what the expected response time will be can give a team a great advantage in the communications arena (and will build a team as well)! Deciding that you will: call someone’s cellular phone only if you need a response within 30 minutes, send an email if you need a response in 4 hours, or leave a voicemail on one’s office phone if you need a response in one business day are the types of norms that circumvent expectations issues. (These response times and the priority of techniques are given for example only – corporate culture and the needs of the project will likely create a need for different response times and communication techniques.)

Not only is the application of session norms such as these effective, but the derivation of those norms can shed valuable light on the habits of team members, which contributes directly to building an effective team. This approach works especially well with executive level team members and sponsors. It is important that you give them the opportunity to express how they may best be reached, and allow them to drive the expected “response time” when a answer or decision from them is required.

Decision processes for executive steering committees

Project managers can gain significant efficiencies when decision making processes – especially with senior leaders – are discussed and documented early in the project lifecycle. Similar team building benefits are gained as discussed above in the derivation of communication norms. The additional knowledge gained as stakeholders express their desired decision making approaches can lead to significant leaps in building an effective and efficient project team. The senior leaders’ approach to sharing problem and resolution information with others (i.e. their desire to be part of a discussion to examine options for solving an issue or reviewing a solution that you have selected from a myriad of options) can give a team significant insight as to the methods and expectations of sponsors and other key stakeholders. What better knowledge to have to make a team effective and efficient?

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