This activity is a great opportunity for people to assume project management responsibilities. During the activity people learn how hey assume roles, form alliances and how they communicate. The only way to successfully complete the activity is to work together and communicate effectively with other team members. During the activity participants will learn what they need to do to make the whole project work for everyone.

1. Get Connected:
a team building exercise that
focuses on Project Management.
www.topteambuilding.com

2. Learning Intention: Project Management
This activity is a great opportunity for people to assume
project management responsibilities. Given that the
participants will be under a time constraint, effective
project management is crucial.
During the activity learn how people work
together,manage the project, how they assume roles,
form alliances and communicate.
The only way to successfully complete this activity is to
work together and communicate effectively with the
other team members. During the activity Participants will
learn what they need to do to make the whole project
work for everyone.
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3. You will have 20 Minutes toWork as a team to connect everyone together, creating a
structure with no dead ends.
Guidelines:
• Everyone must be connected – no free-floating pieces are allowed in the
solution.
• You must be touching your piece at all times.
• To be complete, not only must you all be connected to each other, but also there
may not be any dead ends. That is, everyone must be connected to at least two
others.
• During the activity, if any rules are broken, everyone will break up and begin
again.
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4. 1/2 way through the project: an
AHA moment: someone says:
"maybe we should have spent
some time planning this project
before we started to build!"
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5. Here the group begins to separate- those who's ideas aren't
being heard start to become disengaged. They form a
subcommittee of bystanders, sharing ideas on the sidelines
amongst themselves... (mainly critiquing progress but not
sharing their thoughts or ideas with the activists.)
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6. Project Management
• What was the point of this exercise?
• Where in your professional life are you dependent on other people,
and how do you deal with them?
• What was the biggest challenge of this activity?
• What did you learn? How can you apply that to your professional
life?
The intention: develop teamwork, cooperation, and project management
skills.
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7. Project Management
Everyone working on a project uses
“project management” skills.
Sometimes people are in "official"
Project Management roles.
Other times, people are part of the project team.
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8. Project Management
• What was the “project” in this activity?
• What role did you assume in relationship to others?
• Regardless of which role that was, how did you manage the
project overall?
• What were the challenges in managing this project?
• How did you coordinate and share management with people?
Remember to think about how people manage projects
and others, regardless of their official role.
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9. Project Management
Project Management is a set of skills,
a position, and ways of being that
anyone in any role in a project can assume.
How would your organization be impacted if everyone
took on project management while also accepting that
only certain people have that official role?
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10. Concluding Questions
• What did you learn about trust, cooperation,
teamwork, and project management?
• What could have been done differently?
• Where in your professional life are you dependent on
others? What can you now do differently to overcome
the challenges?
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11. Concluding Questions
How many ways can you apply what you’ve learned in
this activity to managing new projects
• Based on your new experiences and insights,
what could be different in going forward?
• What three action steps (with specific,
measurable results) will you take this month to
begin incorporating what you’ve learned into your
daily routine?
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12. 8 Steps of Project Management
• Agree precise specification for the project - 'Terms of Reference'
• Plan the project - time, team, activities, resources, financial
- using suitable project management tools.
• Communicate the project plan to your project team
- and to any other interested people and groups.
• Agree and delegate project actions. Assign clearly defined roles and
responsibilities
• Manage and motivate - inform, encourage, enable the project team.
• Check, measure, monitor, review project progress
- adjust project plans, and inform the project team and others.
• Complete project - review and report on project performance;
give praise and thanks to the project team.
• Project follow-up - train, support, measure and report results and benefits
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13. Guidelines for a Project Specification:
• Describe purpose, aims and deliverables.
• State parameters (timescales, budgets, range, scope, territory, authority).
• State people involved and the way the team will work
(frequency of meetings, decision-making process).
• Establish 'break-points' at which to review and check progress, how progress and results will be
measured.
This structure contains no specific heading for costs/budgets - these considerations can be included
within 'Constraints' or 'Estimates'.
Since projects (and other activities requiring Terms of Reference) vary considerably,
there is no standard universal structure for a Terms of Reference document.
The responsibility lies with the project manager or leader to ensure all relevan and necessary
issues are included.
Brainstorming can be a helpful process by which all relevant Terms of Reference
criteria can be identified and structured.
Be mindful of risks of omission or over-complication that can arise when following standard
practice.
Terms of Reference headings/sections
Background Reporting Dependencies
Objectives Scope Estimates
Assumptions Reporting Timelines
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14. Project Management
Key Take-Aways
• In order to complete a project successfully, it is often
necessary to focus on the whole picture and all of the
team members rather than on any one particular
piece.
• Regardless of your official role in a project, you can
communicate clearly with others, manage effectively,
and impact the end result.
• Regardless of whether “your piece” of a project is
complete, your results affect others and you are not
really complete until, as a team, you’ve achieved the
goals you’ve set. www.topteambuilding.com

15. www.topteambuilding.com
I'm Deidre Morris, founder of Top Team Building-
A leadership development company committed to helping leaders transform their
groups into dynamic and productive teams. Providing engaging workshops that
improve communication, collaboration & strong culture.
Regardless of whether your business is B2B, B2C,
working from a P2P (people-to-people) platform is key to success.
I bring my experience and expertise from my career of over 22 years in retail leadership, a
champion at delivering & teaching superior customer service.
My goal is to help you understand & improve the relationship between you, your customers, and
your employees.
(online or offline).
@Deidre_topteam
Perform @ YOUR next level of excellence!