Coaching of Project-Teams

Coaching of Project-Teams

W

hether in organizations whose business model is based on projects, or in companies where special tasks outside the normal routines are handled as projects, project teams have to face a variety of challenges and sometimes conflicting requirements which must be managed well. Complex projects, which are characterized by a high degree of uncertainty, and an environment full of surprises, benefit greatly from external support from an experienced and professional consultant. Very often such a coaching process can be compared with the climb of an extreme route on a difficult mountain.

We have had the chance to support more than 120 project-teams within the last 20 yearsand are happy to utilize that experience for your next project.

The start

The beginning should be designed carefully. Experience shows that as much as 80% of unsuccessful projects fail at the beginning. It is about: building strong relationships with the relevant stakeholders, establishing common goal clarity, clarifying roles and structures and, agreeing on commonly accepted rules for cooperation. Very often, due to time constraints, the kick-off is only done half-heartedly. Many questions remain unanswered or are not even asked. We have seen it many times; the investment in time at the beginning pays back with dividends later on. A two-day workshop for a project launch is a good way to start a project effectively.

The first pitches

It is very helpful, and cost effective if there is the chance for professional reflection during the course of a project, especially when there is a lot of pressure: Are we still acting towards our goals or have we lost focus? Do we even have the same understanding of the target? How are the relationships with our relevant stakeholders? Is the project organization efficient or should it be adjusted? How do we live our internal rules of cooperation? What are top questions which would not be answered otherwise?

Cruxes

Almost every project comes to points that are critical and very often full of conflicts: timelines, costs or qualities that get out of control, problems with contractors, project managers, customers, or other relevant people, or internal conflicts. In such situations it is important to actively step aside and get together in a short workshop. With professional support it is easier to get in a dialog mode for finding solutions.

Exit: the route successfully managed – and then?

As the beginning of an important project should be done consciously, so should the end of the project be designed deliberately: celebrating successes, appreciation of dedication, work and problem solving, exchanging learnings for similar challenges in the future. Too often successfully mastered projects have an inglorious end. Team members leave quietly and step into another project, no celebration, no evaluation of important learning experiences.

Ein internationales Führungsteam im DIALOG-Modus