| Have you ever seen a group of children play soccer? | | | | to trust in the other team members. This allows the |
| The ball gets kicked into a corner and every child on | | | | players on the team to spread out themselves across |
| the field runs after it. Then the ball gets kicked into | | | | the field and focus on their respective roles. The |
| another corner and they all chase it there as well. It is | | | | offensive players in the front need to trust that the |
| exhausting to watch and the game usually lasts a long | | | | players behind them will get them the ball and the |
| time, with no/few goals being scored. | | | | goalie needs to trust that the defensive players will do |
| This metaphor can easily be extended to poorly run | | | | their best to keep the ball away from the goal. |
| projects. All of the team members wind up 'chasing | | | | Productive teams also need to trust in each other's |
| the ball' wherever it goes rather than spreading the | | | | abilities. Designers need to trust that the Requirements |
| field and playing as a team. Often the same result | | | | were captured properly. Developers need to trust that |
| occurs as the children's game; a long time goes by | | | | the Design was done properly. Having this trust allows |
| without many goals being made. This article will ponder | | | | the team members to focus on their aspect of the |
| the comparison between a well run project and a well | | | | project and not have to question all of the other |
| run soccer team. | | | | information. |
| SOCCER MATCH | | | | Another key to teamwork is to know where the other |
| 1. Watching Children Play | | | | team members are located across the field. This |
| A lot can be learned about running projects from | | | | allows whoever has the ball to get it to the appropriate |
| watching children play soccer. It seems that project | | | | person when they are ready to receive it. This results |
| teams are always 'chasing down' the most recent | | | | in proper handoffs between team members. |
| problem like chasing down a soccer ball. That is, they | | | | 4. Coaching |
| are always running to the next place that the ball is | | | | The coach is critical to the success of the team. Their |
| kicked. This problem usually involves the entire team or | | | | job is to keep the team focused and motivated to |
| a large part of it to solve. This means that team | | | | make goals. They see the entire field and can provide |
| members are not working on other aspects of the | | | | valuable insight to the players who are focused on |
| project, resulting in those areas having problems later. | | | | their part of the game. This is why the coach needs to |
| These new problems then require everyone working | | | | be observant and engaged in what is going on during |
| on them to solve. It seems to be a perpetual loop. | | | | the game. |
| The result of this loop is that the team is always | | | | The coach needs to have the respect of the team |
| behind the ball chasing it wherever it gets kicked. This | | | | members. Yelling from the sidelines is not a very |
| is usually accompanied by lots of yelling from the | | | | effective technique for motivating team members. |
| sidelines by the coach (Project Manager). The next | | | | Eventually, they stop listening to the coach and do |
| sections will discuss approaches for scoring project | | | | things however they want to do them. |
| goals. | | | | Another effective technique of the coach is the |
| 2. Get In Front of the Ball | | | | half-time talk. This is when the coach motivates the |
| The best soccer players (and project team members) | | | | team during the middle of the game. If the game is |
| are those who have learned how to 'run without the | | | | going well, they praise the team but remind them that |
| ball'. These players have the ability to anticipate where | | | | the game is not over yet. If the game is not going well, |
| the ball will go and be there by the time it gets there. | | | | they motivate the players and formulate a new plan. |
| By not being behind the ball, they can focus on | | | | Project Managers shouldn't wait until 'half-time' but |
| preparation for when the ball gets to them and they | | | | should always be looking to motivate their team |
| have a better idea of what to do with it when it gets | | | | members. |
| there. | | | | 5. Proper Training |
| As this relates to projects, having a plan and being | | | | Proper training also results in a higher probability of |
| able to anticipate where the project will go is critical to | | | | success. This is because the team members have |
| the success of the project. If a project is always | | | | practiced their skills and are not learning to pass the |
| chasing down issues, then they are being controlled by | | | | ball for the first time during a critical game. |
| the issues and wherever it takes them. Staying in front | | | | CONCLUSION |
| of the issues allows them to be manageable and | | | | Projects can be compared to soccer games in how |
| allows for preparation as they arise. | | | | they are run. Team members need to spread the field, |
| The plan must be realistic, however. Having team | | | | run without the ball, trust in each other, practice their |
| members ready at a place in the field where the ball | | | | skills and have a good coach. |
| will not go makes them unproductive. The plan must | | | | When all goes well, the team can make their goals. I |
| also be flexible enough to react to deviations in the | | | | will leave it up to you, the PM, to determine if they can |
| track of the ball. | | | | pull their shirts over their heads and run around the field |
| 3. Teamwork | | | | once this happens. |
| One of the biggest keys to getting in front of the ball is | | | | |