Strong teams don’t just happen. They are made. Program managers have responsibility for teams on multiple levels and have to make sure that project managers are capable of building strong teams.
Our 6 part guide to Team Building at the Program Level will help you put together the team you need to fill skills gaps, meet goals and exceed stakeholder expectations.
Part 1 of 6: Identify Teams
Part 2 of 6: Know Your Strengths, Weaknesses, and Preferences
Part 3 of 6: Drive Change through Retreats
Part 4 of 6: Use Performance Appraisals in Program Management
Part 5 of 6: Use Recognition Activities for Individuals and Teams
Part 6 of 6: Deal with Breaches of Program Integrity and Ethics
Part 6 of 6: Breaches of Program Integrity and Ethics
When you work with and lead human beings, occasionally you will have breaches of program integrity and/or ethics.
In dealing with any type of violation, you want to investigate, expose, and then intercede. When you investigate, you want to make sure you separate the facts from the ﬁction that often surrounds these circumstances. Their violation may have occurred only because of an oversight or misunderstanding.
When exposing breaches of program integrity and/or ethics, I mean making a conscious decision about how much exposure is beneﬁcial to the program and/or has to be morally or legally made known. The mere fact that something happened or something is true doesn’t mean everyone needs to know it. The amount of exposure to give an incident should be planned and controlled.
Interceding means taking the necessary corrective action to eliminate or minimize the impact of the occurrence and reduce the likelihood of future occurrences. Unfortunately, not interceding or delaying action usually makes the situation worse. Ideally, you have fostered an environment of teamwork and trust. Trust violations may sometimes be handled by the team members, but they will usually expect you to address them, and you should. A breach of integrity and ethics is a trust violation and a threat to the fabric of your team and your leadership. Ultimately, when not properly addressed, such violations reﬂect negatively on you and the program.
As a program manager, you’ll spend a substantial portion of your time building strong teams and ensuring that leaders within the program are building strong teams. The strength of any team is ultimately tested by how its members respond to challenges, whether real-time or entrenched organizational problems. Program managers who build strong teams are investing in the organization’s future. Team building is an important part of program culture and should be planned like any other program activity.
Once your team has decided on their plan and process, PPM software can help you execute that process. WorkOtter helps you successfully execute your program process strategy for project success. Get a demo of WorkOtter and see how we can make your program management effective.
“The Handbook of Program Management: How to Facilitate Project Success with Optimal Program Management, Second Edition” by James T. Brown is a copyrighted work of McGraw-Hill and McGraw-Hill reserves all rights in and to the Content. ©2014 by McGraw-Hill Education. Purchase the book on Amazon.