However, these efforts typically involve more people, and this size factor alone can make projects more difficult to execute.
Consider that the larger the group, the more effort is required to ensure that good working relationships develop among the team members. Scheduling meetings becomes more difficult, and individuals may take less responsibility because with a large group it is easier to assume someone else will pick up the slack. There is often a limited window in which people are available, and the more people who must participate, the more constraints the project leader must schedule within.
Here are a few recommendations on how team leaders can minimize these “size-related” difficulties :
- Make sure each participant has a clearly defined role and that everyone is clear about why each participant is needed.
- Develop (and continue to refer back to) a clear charter and mandate from senior management
- Develop ground rules about how to handle absences in a way that ensures the project continues forward. Will substitutes be used? Who can substitute and how will the team make sure that a substitute will know what is expected of them?
- Set up firm meeting times and locations at the start of the project.
- Publish minutes so that everyone is clear about what was decided and who has what action item.
- Publish agendas so that everyone knows what is expected to happen at each meeting. Send reminders to make sure that action items are ready when planned.
- Involve a facilitator to make sure that everyone provides input and that discussions stay on topic. Projects without a good facilitator will lose focus.
- Develop concrete time lines and scope, and “chunk the work.” Breaking the work into specific deliverables helps to manage the size and complexity of cross-organizational improvements.