Team Building plan

Introduction
It has been said many times that there are three types of people: those who make it happen, those who watch it happen, and those who wonder what is happening. Build a team of people who make things happen.
The project team will be built according to the project scope and directed by the mission statement, goals, and project plan. The project scope will determine the number and types of people that will comprise the team. The mission statement should be clear and concise, inspiring and motivating the team. The goals should be clear, simple, direct, and measurable, because they will become the driving force behind all management decisions regarding people, equipment, and budget. Good teams always have common goals. The project team must be committed to these goals. Unless everyone understands and accepts them, there is little chance for success. Operating from a detailed project plan and conducting frequent meetings where expectations and deliverables are reviewed and confirmed will ensure the accountability of each team member.
It’s important for the project team to have a sense of belonging to a unified, identifiable group. A unique project name and, if possible, a project logo can contribute to this, and should, therefore, be one of the first project management deliverables.
Leadership
Every good team needs a good leader. Rather than manage, a leader needs to inspire and give direction by:

• Creating a vision
• Seeing the big picture
• Being innovative and creative
• Remaining focused
• Taking responsibility
• Not being afraid to make decisions
• Being willing to take risks
• Remaining rational at all times
• Being able to handle pressure
• Being trustworthy
• Being flexible
• Demonstrating a sense of humor
• Teaching
• Encouraging involvement

Creating the Team
Selecting the right people to participate on the project team will be the single most important determinant of performance. It is important to have the right fit of people to tasks and of people to people. Of course, every team member should be capable and talented, but it is even more important that each person fit into the group. It would be helpful to allow existing team members to interview or participate in the selection of new team members. This helps to build camaraderie. Each new team member must receive an orientation to the team rules, physical environment, and other team members.
Team-Building Perks
Attracting and keeping talented people takes more than good salaries. Good working conditions, sound management, challenging work, an opportunity to grow, and a fun group of people can make all the difference. Loyalty to a company or project is a by-product of treatment. The team needs to feel good to do a good job. Everyone wants to feel needed and appreciated. Creating a team name and logo will contribute to unifying team members.
Implementations tend to be stressful, therefore it is important to take time out to relieve stress and recognize a job well done. Special events, perks, and awards should be interspersed throughout the life of the project. Team spirit needs to be generated and maintained, especially when the project is nearing the end and tension runs the highest. Perks are very important and should be included in the budget process. Below is a list of some useful team-building techniques.

Create a comfortable working environment. Choose the best office space for the project room, not the empty room that nobody wants. Make the project room bright and cheerful. If there is no office space available, rent an annex office space and equip it fully. Hot and cold filtered water, free coffee, private refrigerator, popcorn machine, microwave, copier machines, exercise room, vending machines, and parking spots—all for the use of the project team members—will promote project status and make team members feel special.

Give personalized gifts. Special items—coffee mugs, sport shirts, name plates, badges, briefcases, pens, notepads, all with the project name and logo—make people feel like part of a team and state this fact to others. Other personalized articles can include business cards, stationery, unique desk accessories, mouse pads, or anything that sets the project team members apart.
Allow team members more freedom. Allow flexible working hours or different shifts. Give personal days or extra time off in exchange for extended project hours or exceptional contributions.

Initiate a casual dress code. Allow the project team to dress casually on certain days of the week or every day. Make a game out of dressing one day a week or month, such as Hawaiian Day, Sports Day, Blue Jean Day.
Supply quality training. Make sure that project members receive the best training in all areas relating to the project. Topics might include PC software, project management, and team building, as well as SAP. This also means utilizing the knowledge and skills that exist on the team itself, so that, for example, team members can train each other. When you send team members to SAP training, try the collective approach: send people to classes in groups - Working through concepts together can enhance team development.

Reward good work. Give wall plaques, certificates, trophies, any form of recognition in front of other coworkers. Each week or month, ask team members to nominate colleagues for recognition of outstanding achievement. Nominees and winners receive "project dollars," which may be traded in for gifts, trips, or meals. An entire group can be rewarded with project luncheons every time a major milestone is reached.

Supply a free lunch. If there is a company cafeteria, the project can pick up the tab for all team members. Or cater lunch several days a month for the project team. Bring in dinner on any late night or weekends.
Conduct field trips or special events. Schedule group activities once a month or every quarter, such as: going to a sporting event, attending the theater, going bowling, playing miniature golf, taking a late-afternoon boat cruise, having a pot-luck luncheon, throwing a birthday party, competing in a scavenger hunt, or creating a softball team to play other companies.

Produce a newsletter. Give recognition in the company newsletter or create a project newsletter. Just informing the rest of the company as to what SAP is, how it will affect them, and when each department can expect to become involved will increase understanding in the corporation for the project and its team members. A newsletter can also be used to keep the company informed on the project status and to boast of its successes.
Give a celebration dinner. At the end of the project, take everyone out for a big celebration to thank them for their hard work and dedication. This is the most important event of the project. It brings closure and gives the credit where credit is due: to the team members.

Whatever you do to build team spirit, make sure that it is perceived as valuable and that it is presented in a meaningful way. When an award is presented in front of the whole team, it not only gives the person receiving the award a sense of pride, but it can inspire others to achieve more. When planning a celebration dinner, ask team members whether they would prefer an afternoon luncheon, an after-hours dinner, or a weekend event. Usually, taking a late lunch and the afternoon off is preferred, because this does not affect personal schedules.

Do not neglect company-wide events. If there is a company softball league, form a project team. At the company picnic, there could be a project game booth, such as a dunking tank. At a southern California medical group that always had a big Halloween party, the IS project team chose a group costume: all the team members dressed as ‘60s hippies and held a sit-in with posters and chants; later, they prominently displayed in the project room the company Halloween trophy that they won. Be creative and inventive. Laughter is the best cure for stress.

John P. Kotter of the Harvard Business School said, "Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms, but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one’s life, and the ability to live up to one’s ideals."