EVENT FILMING | FEATURES | RESEARCH | HEAD TO HEAD | CASE STUDIES | ROUNDTABLE | BOOKSTORE
ONLINE BOOKSTORE
CUSTOMER FEEDBACK
TECHNOLOGY NEWS
ITSM
 IPTV
 Publications

Ken Turbitt Blog
Aidan Lawes Blog
Paul Gostick Blog
Dr Jenny Dugmore Blog
Shirley Lacy Blog
Alim Ozcan Blog
Juan Jimenez Blog
Ian Clayton Blog
Nas Ozcan Blog
Aidan Mills Blog



ITSM
CFO Survey: CFOs Set To Rein In Costs But Still See Growth Opportunities
Despite uncertainties CFOs remain determined to grow their businesses...
ITSM

Ten Strategic Technology Trends for Government
Technologies that enable new service models for digital government must be at the top of the list for government organizations as they prioritize technology investments...

ITSM

The Robots are Coming: Are CEOs Ready for the Era of Automation?
CEOs agree that robotics is going to make their companies more efficient, with 94% of those who've already adopted robotics saying that it's increased productivity in their business...

ITSM

The 2015 Chief Digital Officer Study
More companies are appointing a Chief Digital Officer to join their C-suite - but are they doing it quickly enough?...

ITSM

18th Annual Global CEO Survey
The United States has overtaken China as top target for growth for the first time in five years...




 Feature
21 March 2012 | Nas Ozcan Blog
Send to a colleague | Add to MY ITP

Pushing Your Team Too Hard
This week Nas looks at why team moral, motivation and governance are essential when delivering a service management program...

  Nas Ozcan

Can you push teams too hard when implementing a service management program? Service management programs can be extremely demanding through significant pressure from the business to see a return on investment very quickly. Often the pressure is so high that strict program governance/control is thrown out the window and the program team just gets started.

In such cases, the program manager can attempt to push the program delivery team as hard as possible, to deliver as fast a possible. This reactive style, in combination with little time to build team moral, can severely affect the team’s motivation to deliver. The team can also turn on the program manager and use any opportunity to pick holes in their work, which is not difficult if sufficient program governance is not in place.

I’ve seen such situations where the program manager has been ousted as a result of pushing their team too hard. The project is then significantly delayed as a result of a change in leadership and in turn defeats the whole purpose of pushing hard to get fast results in the first place.

In my opinion there is nothing wrong with pushing hard when delivering such programs. However, team moral and motivation are an essential part to delivering programs successfully and must never be discounted. The same applies to having strict program governance in place. Without it, the chances of the program delivering to objectives are extremely slim and this benefits nobody.

Feedback and comments are always welcome!


Nas Ozcan Email to a colleague | Add to MY ITP

LOG IN
terms & conditions





MICROSOFT SEARCH ENGINES