PEP 210

TEAM BUILDING

Page 1 of 4
Rev. Date: 11 Dec 2008

TABLE OF CONTENTS
SECTION

PAGE NO.

1.0

PURPOSE AND SCOPE............................................................................................. 2

2.0

DEFINITIONS.............................................................................................................. 2

3.0

REFERENCES............................................................................................................ 2

4.0

PROCEDURES........................................................................................................... 3

5.0

RECORDS RETENTION.............................................................................................3

6.0

FORMS AND EXHIBITS.............................................................................................. 4

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Copyright 2008 Washington Group International, Inc. (Ohio) ALL RIGHTS RESERVED

PEP 210
Page 2 of 4

TEAM BUILDING

Rev. Date: 11 Dec 2008

1.0PURPOSE AND SCOPE

The purpose of this procedure is to outline the process required for determining and developing an
appropriate level of Team Building to promote effective teamwork on a project. This procedure applies to
all projects executed by the Company.
2.0DEFINITIONS
2.1

Team Building

A process used to develop and enhance teamwork. Team Building is a project-focused team alignment
process that develops shared goals, creates an awareness of interdependence, and develops trust,
commitment, accountability, and alignment among team members.
2.2

Teamwork

Teamwork is a group effort to achieve a common goal. Effective teamwork is a function of how well the
project team members interact, cooperate, communicate, and support one another while working
together.
2.3 Issue Authorization and Maintenance for Use
The Project Management Functional Leader is responsible for the maintenance of this procedure and will
review the procedure annually to determine any necessary updates. Should an individual employee
have a suggestion for improvement or modification to this procedure, he or she may mark-up a copy of
the PEP and send to the Project Management Functional Leader for review. The Project Management
Functional Leader will review the recommended changes and respond back to the employee on plans to
address the suggestions. Changes to the procedure will be distributed to other Corporate Department
Managers and Corporate Functional Leads for their concurrence. When the reviews are complete, the
Project Management Functional Leader will consolidate and recommend changes to this PEP to the Vice
President, Project Operations who has the authority to issue revisions to this PEP.
3.0REFERENCES
3.1

PEP 202, Project Execution Plan

3.2

PEP 206, Lessons Learned Program

3.3

PEP 316, Records Filing, Retention, Retrieval and Destruction of Documents

3.4

PEP 601, Project Completion Report

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Copyright 2008 Washington Group International, Inc. (Ohio) ALL RIGHTS RESERVED

PEP 210

TEAM BUILDING

Page 3 of 4
Rev. Date: 11 Dec 2008

4.0PROCEDURE
4.1

Process Work Flow

Action By

Action

Project Manager

1. Upon project Authorization to Proceed/Notice to Proceed,

determines the level of Team Building appropriate for the project.
May consult with Company Human Resource personnel for input on
Team Building alternatives.
Criteria used to determine the
appropriate level include: Client familiarity, Company project team
members familiarity, project execution complexity, and the contract
size, type, and duration. The project may require multiple levels of
Team Building e.g. Client and Company Senior Management;
Project Manager and Project Team; Client, Company, Key
Vendor(s), and Project Team; Engineering and Procurement etc.
2. Develops a project specific Team Building Plan Form 210-01(S)
Team Building Plan, including the goal of the team building
program, use of Company internal (Company Trainer and/or Project
Team Development Program Module) or external Professional
Facilitator resources, onsite or offsite location, duration, frequency,
attendees, and program effectiveness measurement, etc.
3. Incorporates the Team Building Plan into the Project Execution
Plan (see PEP 202).
4. Implements the Team Building Plan. Team Building sessions topics
should include, but not be limited to, development of a project
mission statement, defining goals & objectives, discussion of
critical project milestones, identification of critical success factors,
defining potential execution obstacles, constraints, anticipated
problems, risks, and Risk Management Plan (PEP 212), etc.
5. Performs regular assessments of the Team Building program
effectiveness and determines required program adjustments. Form
210-02 (S) Team Effectiveness Critique and 210-03 (S) Alignment
Thermometer.
6. Incorporates Team Building Lessons Learned into Project
Completion Report (see PEP 601) and Lessons Learned Program
(see PEP 206) for the benefit of future Team Building Plans.

4.2
4.2.1

Instructions
Developing the Team Building Plan:
1) Define the key activities / meetings that are to occur that will have some element related to
team building. The Team Building process focuses on developing and maintaining positive
team dynamics; provides alignment activities to maintain a shared vision and mission;
provides good communication and conflict resolution, enables team performance by
eliminating barriers; and builds trust and commitment to project goals.

CONFIDENTIAL AND PROPRIETARY

Copyright 2008 Washington Group International, Inc. (Ohio) ALL RIGHTS RESERVED

PEP 210

TEAM BUILDING

Page 4 of 4
Rev. Date: 11 Dec 2008

Examples could include:

a. Project Kick-Off Meeting where mission, goals, roles and responsibilities, critical
milestones and success factors, constraints and risks could be discussed.
b. Client reviews for performance bonuses
c. Celebration of safety or project performance goals
d. Monthly lunches
e. Quarterly social gatherings, with or without spouses
f. Project unifying gifts such as hats, or shirts all work on certain days
g. Recognition of groups, teams or individuals for outstanding performance
2) Define the objective or purpose of each activity or meeting. This is where the desired result
or outcome would be defined; or a specific deliverable generated.
3) Define how often the activity or meeting will occur. The activity can be a one time
occurrence, weekly, monthly, quarterly, or at certain key milestones.
4) Identify who will be invited to the activity or meeting. This section should identify groups not
individuals, i.e. client team, management team, all hands, craft, etc.
5) This plan should be dynamic; meaning all of the activities may not be fully defined at the
beginning of the project, but can be developed and documented as the project progresses.
5.0RECORDS
A copy of the Project Team Building Plan is retained in the project files for the duration of the project.
After project completion it is processed in accordance with the procedure for Records Filing, Retention,
Retrieval and Destruction of Documents (see PEP 316).
6.0FORMS AND EXHIBITS
6.1

210-01 (S), Team Building Plan

6.2

210-02 (S), Team Effectiveness Critique

6.3

210-03 (S), Alignment Thermometer

CONFIDENTIAL AND PROPRIETARY

Copyright 2008 Washington Group International, Inc. (Ohio) ALL RIGHTS RESERVED