Essup Team Core-team charter

How to establish a team charter

Author: Victor Caune in today's business environment, enterprises must rely on customers to win in the competition, flexibility, and rapid response to customers. To achieve this, they are changing the traditional way of working (such as vertical function-driven organizational structure) and changing the way of working to a team that emphasizes team member authorization and leadership responsibility sharing. In the past, many enterprises often rushed to build a team without enough time, training and financial resources to lay the foundation for the effective development of the team. The situations before the establishment of the team and the previous meetings often determine whether the team will continue to exist.A key factor for a successful team is the establishment and acceptance of the team's charter.The team Charter provides the following information to the team members, senior management, and other stakeholders: · clear team organizational structure, members and roles · basic principles for assessing team objectives and performance · restrictions and boundaries of team operations · processes and interfaces for managing team organizational relationshipsThe organization process Charter has four elements: the initiator, the project plan, the consent or rejection, and the review.The team charter describes all the requirements for the team and the expected performance results of the team. When building a team, the sponsor and other key stakeholders should complete a general charter. At the same time, the Team has customization space for this general Charter, and it is also very important to ultimately complete the charter of the team. "The initiator is the key role assigned to the team," said Andrew wardman, operation manager at the processing plant in Melbourne, Australia, at cardavy (Carter Holt Harvey). "Our experience points out that, define a team charter that takes about four consecutive meetings (solid sessions) that took more than six months )". The initiator provides the team and its members with the key, resources, and motivation in progress. Host and help the team start, from its development stage to the high-speed operation stage. Andrew wardman said, "regular review ensures that the team is actively implementing their Charter and that this is an important role of the initiator ". Studies show that in cross-functional teams, the top resource conflicts are concentrated on the definition of goals and priorities. In today's work environment, individuals find themselves responsible for multiple project teams and need to continuously report to multiple functional managers at the same time. Once the priorities of the Organization and the team are unclear, they cannot communicate effectively, or are ignored by the management, or frequently changed, they will become chaotic and become low-productivity team members. Therefore, it is a key responsibility for senior supervisors to acknowledge the team charter during the establishment of the team.The following is a checklist that can be used by the organization during the initiation of the establishment of the team charter:· Are there recognized team goals in the goals that have been written down? · Have key stakeholders of the team been identified? -People inside and outside the organization who can contribute to the team and/or be affected by the team. · What level of support and cooperation do you need from various stakeholders? -Always master, pay attention to, and help with decision-making, and get approval before moving on. · Have you determined and recognized the operation boundaries of the team? -For example, what is the scope of team authorization? -Only suggestions are provided, solutions are developed, pilots are completed, processes are executed, and monitoring and evaluation are performed. · Have you defined the organizational structure, members, roles, and leaders of a team ?. · What training do team members need? -Group dynamics, personal communication, meeting Skills, problem solving and general problems in Decision-Making fields. · Does the team have a set of accepted basic rules? -For example, how to make a decision ?. · Have the team agreed on when and where to provide logistic support and duration? · Plan for the main and key phases of the team's work, set up milestones and evaluations. Is the team planning a work action plan? How will records be maintained? · How will the success of the Team be measured? · What bonuses can a team and its members receive and what is the reward process? · Have you made an audit plan for the progress of the inspection and evaluation teams? Once the basic organization and regulations of the team are completed, a formal opening ceremony of the company team is organized to ensure that everyone involved in the team starts to act in the same advantageous position. All team members, stakeholders, and sponsors can get the team charter documents, comment on them, and confirm them. This can also enable team members or stakeholders to raise new questions or clarify any differences. This ceremony is also an excellent opportunity for senior management to express their commitment to the team and their charter. The team charter, together with the launch ceremony, cannot guarantee the team's inevitable victory. However, it does provide a favorable position for the team to start and is an effective way to reduce misunderstandings and obtain organizational support. Victor Caune: a consultant in the field of change management, development team, and leadership. He helped companies including CSR gyprock, southcorp packaging, Carter Holt Harvey tissue and other companies establish a team to implement the role of the team charter mentioned above.

Deciphering team Password

Mark Frohman, Perry pascarella "the team is not efficient, so the final owner is the company leader rather than the team ." Senior managers must seize the opportunity for change and adjust the pace and direction of enterprise development. One of the best ways to drive change is to use teams. The team can be established at any time to complete the work and then disbanded. The team's work cannot be done in other ways. Whether it is developing new products or improving processes, the team can combine multiple advantages, skills, and knowledge. However, the team requires more senior management, not less management. It is wrong to think that a senior manager only needs to establish a team. The senior manager must ensure that the team is profitable. This is a highly demanding task for them. Because the team is not consistent with the traditional hierarchical structure and functional division, senior managers must drive and cultivate team activities so that the team is not swallowed up by the daily work of the company. Senior managers must realize that a team is an outsider in a traditional enterprise. Its tasks are not within the responsibilities of the existing enterprise. Therefore, the senior manager must tell the team members about their relationship with the company. Similarly, they must also tell the employees of the company where the team is suitable for work, what results will be obtained, and how to benefit the entire company. The goal of a successful team is clear, and the team is instructed by the senior manager. Its performance goals are rooted in corporate strategies and priorities. The team needs to understand the enterprise goals and their relationship with their own work, and also needs to inspire and spur. Without these motivation, the team can only follow the trend and the performance is mediocre. No efficient team can exist independently. The senior manager must help the team understand its suppliers and customers so as to establish appropriate contacts for the purpose. 'Once a team is set up, business leaders must ensure that the team can make decisions independently, 'says Mary. If you use a team to let employees buy management accounts, it will not have good results, and the morale of the team and the company will be low.Team CharterBecause the team has embodied several functions, the traditional departmental reporting method no longer works. The senior manager must ensure that the team receives work-related information in a timely manner. The most effective tool for establishing a clear team is the team charter. Most enterprises have responsibility descriptions, target-setting systems, and individual performance evaluation systems. The team charter is a tool for the team. There are only one or two good articles of association, including at least the following: 1. team task strategy or business content 2. team Goals 3. expected results and term 4. basic rules or constraints that the team must consider 5. the qualifications and roles of team members should be set up in three steps for cross-functional teams. In the first step, as the team charter converts the company's strategic intent into the work of the team, the senior manager is most suitable for drafting this Charter. Step 2: the senior manager, together with the team leaders and other persons closely related to the team, will review the drafted articles of association. Step 3: The team leaders send the draft articles of association to the team members for discussion, debate, and modification at their first meeting. Once the team is established, the senior manager must ensure that the team can make decisions independently. If you use a team to make employees buy management accounts, there will be no good results, and the morale of the team and the company will be low. The evaluation part of the team charter deserves special attention from senior managers. The evaluation can quantify the goals and major performance that require the team to accomplish. It can convey the project progress to employees outside the team and provide a stepping stone for identifying and solving problems. Performance evaluation enables the team to detect their own progress. For example, teams that reduce costs generally set cost targets, while business process reengineering teams set periodic or time targets. All this enables the team to establish a sense of responsibility. This sounds like a heavy burden on the team. On the contrary, teams exist to cope with such challenges.Not verticalSenior managers must also obtain information and reports from the team. The following are some ways for senior managers to include their team work in their schedules: 1. The staff will determine the time for the Team's work progress report. 2. Evaluate the team report and provide feedback. 3. Participate in the release of information for major milestones. 4. Take the initiative to act as team resources if necessary. 5. Regular invitation to team meetings is required. 6. Listen to the Team meeting by the way. If the senior manager requires the team to use the existing performance report method, it may unintentionally limit effective communication and thus the efficiency of the team. When the team completes their work, no matter the performance is good or bad, they need a senior manager to help solve the performance problem. They need feedback, and they need to have the opportunity to check the gap between their work and reality together with the senior manager who leads the overall situation. People are committed to achieving work performance, which will be stimulated, which is not in normal work. As long as they have a direction, a deadline, and a focus on their important work, they will be better at work.

Related articles: 1. Establish the "killer" Development Team http://www.builder.com.cn/2002/0508/47971.shtml2, how to organize the software development team http://www.ibm.com/developerworks/cn/rational/tip-team/index.html