"Project team leaders' performance assessment scale for submitting a project report is:

• Accurate, following format, and submitted >1 day early = 5.0
• Accurate, following format, and submitted 1 day early = 4.0
• Accurate, following format and on time = 3.0
• Accurate, following format and less than 1 day late = 2.0
• Any combination of errors, not following format, and late any amount = 1.0

1. Clearly define each team member's key task expectations regarding performance toward teamwork go
   Can We Franchise the Nations of the World?
   Is it possible to franchise the nations of the world under a World Franchise Umbrella? Yes, that is possible but of course there would not be equal opportunities in each country starting out. Some places for instance cannot crow corn or they are in dry climates and farming is tough or impossible. This might lead to instability or fighting within the system right and that could cause a loss of freedom or even wars.Indeed this is a good point about Freedom and Franchising and I understand this. In my scenario the System would be franchised only. The System would include; The basic flows of the civilization, or the system. The system would be built tough with redundancies to insure everything works. Things such as;WaterWaste-SewerPower-energyEducationTransportationDistributionCommon CurrencyCommunicationDefense of NationSet of Basic LawsIt would also come with trade opportunities within the system and a basic set of standardized rules and regulations, which would be Minimal; Free Market Thinking. One thing I noticed when franchising my company before retirement (Carwashguys.com) in 23-states, four countries, 110 markets; serv
   Much is written in Project Management journals about every conceivable facet of project teams. Topics about their organization, culture, communication with clients, problem solving skills, etc. are virtually endless. There are lots of rules, tips, and suggestions about what they should do but not as much on how to do it.

   For example, "high performance work teams" has been a catch phrase for a long time. Everyone wants to create one or think they are a part of one. But how would a PM actually develop one? If you aren't sure, this will get you started in the right direction.

   PREPARE THE PROJECT ENVIRONMENT

   1. Publish the project mission statement with clearly expressed terms of quality, quantity, and time in 25 words or less.
   "We will design a document processing workflow that is capable of processing at least 1,500 documents (quantity) daily (time) with no errors (quality)." 25 words or less helps you keep it simple and the project team members focused on the desired outcome.

   There should be much greater detail about desired deliverables in the project scope, of course, but a simple and direct summary can be very useful for the daily workings of the team. For example, any decision that a team member may be facing can be simplified by using the mission statement: "If doing task X helps us get closer to processing a minimum of 1,500 documents a day with no errors, we should do it. If it doesn't serve the mission, don't do it."

   1. Identify the 3-5 key project-focused tasks for which each member is responsible and also include a team-focused task such as "teamwork".
   Publish the few team positions and what you expect from each. For example, team leaders may be responsible for project-focused tasks such as conducting weekly meetings with their sub-teams with minutes kept and distributed; scheduling and tracking work schedules; collecting specific reports weekly, summarizing them, and forwarding to the project manager; resolving conflicts between members or with other sub-teams.

   There is also a critical team-focused task simply called "teamwork". Expectations within this may include reliability, cooperation with others, helpfulness, and knowledge sharing. This reminds team members that we have obligations to each other as well as to the client.

   1. Clearly define each team member's key task expectations regarding performance toward project goals with a range of measurable performance levels so they can self-monitor their performance progress.
   This takes us back to grade school when we always knew how we were doing before the report cards came out. The teacher had a grading scale against which we compared the feedback we received from scores on homework, book reports, and tests. This allowed us to self-regulate our performance whether we wanted to make the honor roll or just keep our grades high enough that our parents didn't ground us.

   A project team member's expectations may be expressed like this on a 1-5 scale where 5 is most desirable and 1 is least desirable. A 3.0 score is considered "the least acceptable":

   "Project team leaders' performance assessment scale for submitting a project report is:

   • Accurate, following format, and submitted >1 day early = 5.0
   • Accurate, following format, and submitted 1 day early = 4.0
   • Accurate, following format and on time = 3.0
   • Accurate, following format and less than 1 day late = 2.0
   • Any combination of errors, not following format, and late any amount = 1.0
   1. Clearly define each team member's key task expectations regarding performance toward teamwork goa
      When the Boss is a Bully
      They verbally abuse you, humiliate you in front of others. Maybe it's because power hovers in the air, but offices tend to bring out the bully in people. We offer strategies for handling such bad bosses.If the schoolyard is the stomping ground of bully boys and bully girls, then the office is the playground of adult bullies. Perhaps because power is the chief perk in most companies, especially those with tight hierarchies, offices can bring out the bully in people.Everyone has a war story. There's the boss who calls at 2 A.M. from Paris--just because he's there. The boss who asks for your evaluation of a problem and then proceeds to denigrate you and your opinion in front of the whole staff as you seethe with hopefully hidden rage. "It's a demonstration of power. It's demeaning," contends Harry Levinson, Ph.D., the dean of organizational psychologists and head of the Levinson Institute in Waltham, Massachusetts."I haven't studied office bullying systematically," he says. In fact, no one has. Despite common perceptions of its prevalence, it's essentially virgin tuff for organizational psychology. Trouble is, organizational psychologists are often called in at the highest level of manag
      less.
   "We will design a document processing workflow that is capable of processing at least 1,500 documents (quantity) daily (time) with no errors (quality)." 25 words or less helps you keep it simple and the project team members focused on the desired outcome.

   There should be much greater detail about desired deliverables in the project scope, of course, but a simple and direct summary can be very useful for the daily workings of the team. For example, any decision that a team member may be facing can be simplified by using the mission statement: "If doing task X helps us get closer to processing a minimum of 1,500 documents a day with no errors, we should do it. If it doesn't serve the mission, don't do it."

   1. Identify the 3-5 key project-focused tasks for which each member is responsible and also include a team-focused task such as "teamwork".
   Publish the few team positions and what you expect from each. For example, team leaders may be responsible for project-focused tasks such as conducting weekly meetings with their sub-teams with minutes kept and distributed; scheduling and tracking work schedules; collecting specific reports weekly, summarizing them, and forwarding to the project manager; resolving conflicts between members or with other sub-teams.

   There is also a critical team-focused task simply called "teamwork". Expectations within this may include reliability, cooperation with others, helpfulness, and knowledge sharing. This reminds team members that we have obligations to each other as well as to the client.

   1. Clearly define each team member's key task expectations regarding performance toward project goals with a range of measurable performance levels so they can self-monitor their performance progress.
   This takes us back to grade school when we always knew how we were doing before the report cards came out. The teacher had a grading scale against which we compared the feedback we received from scores on homework, book reports, and tests. This allowed us to self-regulate our performance whether we wanted to make the honor roll or just keep our grades high enough that our parents didn't ground us.

   A project team member's expectations may be expressed like this on a 1-5 scale where 5 is most desirable and 1 is least desirable. A 3.0 score is considered "the least acceptable":

   "Project team leaders' performance assessment scale for submitting a project report is:

   • Accurate, following format, and submitted >1 day early = 5.0
   • Accurate, following format, and submitted 1 day early = 4.0
   • Accurate, following format and on time = 3.0
   • Accurate, following format and less than 1 day late = 2.0
   • Any combination of errors, not following format, and late any amount = 1.0
   1. Clearly define each team member's key task expectations regarding performance toward teamwork go
      Mythbusters: Invent Something Everyone Needs and You'll Make a Fortune
      I’ve invented and patented several products that are clever, useful, and saleable. Wal-Mart even gave one of them their highest grade when I sent them the plans through their little-known, inventors program. So why aren’t I rich? That’s a reasonable question. Once I got over the elation I experienced upon receiving their acceptance letter, reality sunk in. They wanted 20,000 units in special packaging and designed to meet certain specifications. After consulting foreign manufacturers and getting prices for construction and exporting, I looked at my investment costs. They totaled over $330,000. I had no way of raising that much money, so I began exploring other avenues of funding. The banks looked at the Wal-Mart proposal and still turned me down. They recommended I look for an ‘Angel,’ or venture capitalist investor. These people fund likely candidates that have products they deem marketable. After contacting a few in my area, one agreed to meet with me.I had my proposal ready, including a business plan, the Wal-Mart response, and an entire five-year projection complete with marketing materials. The three men were impressed and explained how they work. If they decided to front me the money needed,
      y project-focused tasks for which each member is responsible and also include a team-focused task such as "teamwork".
   Publish the few team positions and what you expect from each. For example, team leaders may be responsible for project-focused tasks such as conducting weekly meetings with their sub-teams with minutes kept and distributed; scheduling and tracking work schedules; collecting specific reports weekly, summarizing them, and forwarding to the project manager; resolving conflicts between members or with other sub-teams.

   There is also a critical team-focused task simply called "teamwork". Expectations within this may include reliability, cooperation with others, helpfulness, and knowledge sharing. This reminds team members that we have obligations to each other as well as to the client.

   1. Clearly define each team member's key task expectations regarding performance toward project goals with a range of measurable performance levels so they can self-monitor their performance progress.
   This takes us back to grade school when we always knew how we were doing before the report cards came out. The teacher had a grading scale against which we compared the feedback we received from scores on homework, book reports, and tests. This allowed us to self-regulate our performance whether we wanted to make the honor roll or just keep our grades high enough that our parents didn't ground us.

   A project team member's expectations may be expressed like this on a 1-5 scale where 5 is most desirable and 1 is least desirable. A 3.0 score is considered "the least acceptable":

   "Project team leaders' performance assessment scale for submitting a project report is:

   • Accurate, following format, and submitted >1 day early = 5.0
   • Accurate, following format, and submitted 1 day early = 4.0
   • Accurate, following format and on time = 3.0
   • Accurate, following format and less than 1 day late = 2.0
   • Any combination of errors, not following format, and late any amount = 1.0
   1. Clearly define each team member's key task expectations regarding performance toward teamwork go
      Franchising Companies and Growth Strategies Considered
      Franchising companies must have a growth strategy and a franchise development plan and it is best if they stick to this and try not to deviate too much. Of course there will be opportunities in the marketplace, which must be considered as they come along but a smart franchising company will be careful with their growth strategy so they do not spread themselves out too thin and face cash flow issues or the inability to manage franchisees, which are too far away.As a franchisor founder one of the mistakes that I had made was to allow franchisees into our system in regions, which were too far away from our current cluster of franchisees. This made it tough for me to manage franchisees that were 4000 miles away.Of course at the time there were franchise buyers, which were pretty good candidates and strong performance type people who I did want in the franchising system that we were building and they were paying customers.In hindsight however, I think if I had to do it again I would not have sold those early franchisees in places like Florida when our headquarters were in California. It made it tough on me due to the travel time and I could not visit the franchisees enough to help them
      minds team members that we have obligations to each other as well as to the client.
      1. Clearly define each team member's key task expectations regarding performance toward project goals with a range of measurable performance levels so they can self-monitor their performance progress.
      This takes us back to grade school when we always knew how we were doing before the report cards came out. The teacher had a grading scale against which we compared the feedback we received from scores on homework, book reports, and tests. This allowed us to self-regulate our performance whether we wanted to make the honor roll or just keep our grades high enough that our parents didn't ground us.

      A project team member's expectations may be expressed like this on a 1-5 scale where 5 is most desirable and 1 is least desirable. A 3.0 score is considered "the least acceptable":

      "Project team leaders' performance assessment scale for submitting a project report is:

      • Accurate, following format, and submitted >1 day early = 5.0
      • Accurate, following format, and submitted 1 day early = 4.0
      • Accurate, following format and on time = 3.0
      • Accurate, following format and less than 1 day late = 2.0
      • Any combination of errors, not following format, and late any amount = 1.0
      1. Clearly define each team member's key task expectations regarding performance toward teamwork go
         Fake Plants Look So Real
         I had a lunch meeting in an office building with a large open atrium the other day. It was a very nice spring day and the atrium was filled with sunlight. On the edges of the space were large trees and full green plants. These plants closely surrounded tables and chairs.We had our meeting in the atrium because it felt like being outside without the chill of a typical Midwest spring day. After the meeting, as I was getting ready to go I noticed that the plants were fake and I thought they were real. But the trees were large, about 14" tall so I knew they were real. Wrong again. I had to get very close but sure enough the trees were fake too.You might wonder how artificial plants and trees can be so real looking. We are so used to seeing cheap plastic flowers that many people don't know that high quality fake plants exist. With new poly-blend materials the plants use and more advanced sublimated printing, the Silk Plant industry is creating products that are very difficult to distinguish from the real thing.The new materials have other benefits besides looking good. They last a long time, they are easier to maintain and they are easier to shape into a more natural looking product.
         may be expressed like this on a 1-5 scale where 5 is most desirable and 1 is least desirable. A 3.0 score is considered "the least acceptable":

         "Project team leaders' performance assessment scale for submitting a project report is:

         • Accurate, following format, and submitted >1 day early = 5.0
         • Accurate, following format, and submitted 1 day early = 4.0
         • Accurate, following format and on time = 3.0
         • Accurate, following format and less than 1 day late = 2.0
         • Any combination of errors, not following format, and late any amount = 1.0
         1. Clearly define each team member's key task expectations regarding performance toward teamwork goals with a range of measurable performance levels so they can self-monitor their performance progress.
         You can use a similar technique for the "teamwork" requirement. Distribute a questionnaire among the team members asking for their opinion on a sliding scale of 1-5 where 1 = "never see this" to 5 = "always see this". Include an option of "not observed" for new members who don't feel they have been there long enough to make a fair assessment.

         "Please rate your assessment of each team member's behavior in these areas:

         • Reliability
         • Cooperation with others
         • Helpfulness
         • Knowledge Sharing"
         The performance score of an individual team member in these teamwork categories would be the average of the responses from team members for each of the four behaviors above. Again, an average of 3.0 would be the least acceptable score.

         A project manager can shift much of the weight of managing the team members from his or her shoulders to those of the team members by putting in place the expectations and a performance assessment system before the project starts. This way, the team members can determine for themselves how they are doing without having to wait to hear it from the PM.

         Then conduct assessments (report cards) on a regular schedule during the life of the project. This way, the team members can decide for themselves whether they want to achieve the project's "honor roll" or just get by so the PM doesn't ‘ground them".

         PREPARE THE PROJECT MEMBER

         There are a few simple things that can prepare the team member to become as effective as possible on your project team. (This assumes, of course, the PM has already determined they are qualified to become a project team member.)

         1. Each team member should receive a brief measurable and documented orientation.
         This gives the PM assurance each member clearly understands the project's mission; the PM's expectations of them; what they can expect from the PM; the performance assessment system; and the frequency of performance assessment periods ("the report card grading period - every six weeks.")

         Also, access badges or any other unique requirements or equipment can be issued at this time.

         1. There should be a project "kick-off" meeting that not only discusses the purpose, nature, and expectations of the project but also a review of the teamwork expectations of each other.
         PREPARE THE PROJECT MANAGER

         There are at least three things the PM should do as an on-going practice leading the team that are not associated with any specifics of a particular project. These deal with fundamental human motivation and morale.

         1. Make sure you have had this communication with each of your direct reports on the project team on a regular basis. Insist that they do the same with theirs:
         1. You can identify at least two project-related strengths and "opportunities for improvement"