Teams task lists

One essential element of a team-based safety program is a team task list. The safety team s task list is the company s safety program outline document. It guides the team by listing open tasks, annual reviews, and training requirements, successes, and other relevant information. It should be used by the team leader to conduct a bi-weekly meeting of the safety team. Their agenda could be as follows ... 

So far we have been focusing on the project leader s role. Important though that is, what the rest of the team does, independently of their leader, is also vital. A list of team tasks prepared with the whole team in mind has been developed by a group of tutors also at Ashridge College. They have used their experience of working with teams to formulate a blueprint for a superteam (Hastings et aL, 1986). Extracts from their list of what superteams actually do are presented in Box 7.7. 

Now, build a task list to include all of the actions required to get to the future state condition. Each task should have a defined owner and a target date. The value of this step is the accountability and task management it provides. With the future state clearly in mind, the team can be turned loose to accomplish the identified tasks. When all tasks have been accomplished and the future state process has been in use for some period of time, the final step of the A3 process can be completed. 

Referring to the task list from step 5 and the future state map from step 4, an audit should be conducted to confirm task completion and that the future state process steps are in place and functioning as expected. After a successful audit, call the team together to celebrate their success. Build contagious commitment by always celebrating these successful events that help to build the new culture. Together view the completed product and historical record of their accomplishment—the A3. 

As noted on the chart, the facilitator schedules a follow-up meeting that includes the team and the supervisor of the area where the kaizen event took place. All tasks are reviewed and target dates updated. Ownership of the task list changes from the facilitator to the supervisor at the end of this meeting. 

The list of facility equipment to be provided as a matter of routine by the insjjected State Party for use by the inspection team, or to be operated by the inspected State Party under the supervision of the inspection team is listed in Part B of Attachment 7 to this Agreement, with notation of the nature of and procedures for its operation and necessary support. Prior to any use of such equipment the inspection team may confirm that the equipment meets the technical requirements necessary to support the inspection task intended to be accomplished. With respect to personal protective equipment, the requirements specified in the OPCW Health and Safety Policy and Regulations apply. With respect to the use of equipment available on-site other than the equipment hsted in Part B of Attachment 7, requests made by the inspection team in accordance with paragraph 30 of Part II of the Verification Annex shall be made in writing. 

The basis for your program plan should be your team s assessment of the current PSM status (Figure 4-11), which will have yielded a list of deficiencies compared with the required PSM elements. These gaps must now be translated into statements of required tasks, which in turn suggest work products for inclusion in your implementation plan. For example, your assessment shows that the process knowledge and documentation management system needs improvement. To address this gap you need to plan a series of tasks. 

Request all work requests The outcome of the initial outage management team meeting will generate a complete list of all approved maintenance tasks that are to be included in the outage plan. To complete the process, the planner should request any other tasks that may be included. This request should ... 

The students used the Gantt chart to plan and monitor the project progress. Each team prepared a detailed list of tasks, milestones and deliverables. A timeline was constructed based on the completion time, delivery schedule and estimated time needed to complete each tasks. The Gantt chart enabled the students to identify dependency between various tasks and recognize potential bottlenecks in the project. The critical tasks, scheduled tasks, completion dates and delivery time were clearly labeled. Each week the teams met to discuss and update the Gantt chart, as old tasks were completed and new one started. 

Cross [19] advocates a rational approach in the design process. He described in his book the seven steps procedure for the rational method for new design shown in Fig. 12.8-1 and listed in Table 12.8-1. The method covers every aspects of the design process from problem clarification to detailed design. It also facilitates better teamwork and enables better task subdivision. The project team employed this method to guide the design of the indoor air quality control appliance. 

In Arthur C. Clarke s story The Nine Billion Names of God, computer scientists team up with Tibetan priests to list all the possible names of God. The computer operators print combinations of letters to produce permutations of names of less than 10 letters. As they complete their printing task, the stars in the sky begin to wink out. God s name has been discovered. Reality fades away like a dream. 

What the lists of activities, types of teams and tasks should show is that putting together a collaborative endeavour demands a mix of one-to-one relating and close interactive team-working. What the collaborators - not the project leader on his or her own - have to do is to work together to find a satisfactory mode of operating. From that process effective collaboration will flow. 

Every team should have a charter that describes its targets, tasks, and resources, lists the end products, and contains an initial rough schedule. 

Your project will be marked in the List of Assignments . When you have read it - which should take only a moment - you will have to divide the work, and this requires planning and coordination. We suggest that you choose a chairperson who has this as a main task. Small teams can work without a chair , but it is usually easier when somebody does take responsibility for keeping an overview of the project. 

The resource allocations enable the sponsor to make a more critical evaluation of a proposal than if the cost of each service was simply listed. In both these examples, the cost of writing a protocol is about 52 000. However, most sponsors would agree that the team approach is highly preferable to assigning the task to an individual physician. Without the resource allocations data, the sponsor would not have been able to differentiate between the two proposals. 

Thus, designing work around teams can provide several advantages to organizations and their workers. Unfortunately, there are also some disadvantages to using work teams. Whether or not teams arc beneficial can depend on several factors particular to the composition, structure, and environment of teams and the nature of their tasks. Table 3 lists some of the possible disadvantages of designing work around teams. 

The project task assignments can be documented by extending the task and deliverables list (see Figure 2) to include an additional column entitled Task Team Members. ... 

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