Risk Management Plan and Adjourning Phase in Project Team Dynamics

This report addresses risk management and team adjourning within the context of project management, focusing on a scenario involving Johnson and Johnson. It details strategies for re-engaging disengaged team members through reconnection, active listening, and personalized management approaches, alongside methods for effectively integrating new members by providing role clarity and inspiring them with the project's purpose. Furthermore, the report explores the adjourning phase of team development, emphasizing the importance of celebrating project success, conducting post-mortem analyses to review outcomes, and recognizing team contributions with badges and plaques. The analysis involves a systematic review of the company's approach in marketing and planning for the launch of a new baby product, highlighting the successful utilization of market research and social media strategies to meet proposed outcomes.

Running head: PROJECT MANAGEMENT 1
PROJECT MANAGEMENT
[Author]
[Institution]

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Report
Risk management plan
Risk management is the process of identifying, assessing and controlling threats to a
project that might affect the approach of managing activities and achievement of goals and
objectives. These risks could stem from a wide variety of sources that can be related to financial
uncertainty, legal liabilities, strategy management errors and natural disasters (Chance, &
Brooks, 2015). According to the given scenario of managing project of Johnson and Johnson, the
team has faced two different risks. By using the following approaches to risk management, the
team can re-engage the existing team member and engage the new team members.
A. Re-engage the team member
As per the scenario, one of the team members has started disengaging which has affected
the process of completing the tasks and achievement of objectives. This kind of disengagement
has increased the risk for of delivering high-quality due work as well as a lackto lack of
coordination among team members which is affecting the standards of the project. Now to re-
engage the member, the team management will use the following strategy:
Reconnect and listen: To re-engage the team member, it is essential to listen about their
problems and maintain the respect and honesty. The face to face communication will be
beneficial for reconnecting and increasing the faith in the team culture. This will help to re-
engage member by making open conversation (Carmeli, Dutton, & Hardin, 2015). For example,
the leader will approach that members and carefully listen about the issues for disengagement as
well as try to increase their confidence.
Manage differently: The perception and attitude of team members can be different as
per the personality. Therefore, the team will try to treat each member differently by focusing on

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their values and behavioral approach. The leaders will try to figure out what is the issue with the
members and try to keep them motivated by offering the role of their interest.
B. Engage new member in the team
To engage the new team member in the project, the leader will use the following steps:
Remove the blindfold: To engage the new team member in the project management task
for Johnson and Johnson, the leader will offer clear information about the role and
responsibilities responsibilities to of the new members. This will give them clarity about
approach and operations that are going to be performed by them.
Inspire with the purpose: The leader will inspire new member by describing their value
and contribution in project success (McChrystal et al., 2015). For example, the leader will tell
about the importance of their role by setting the objective. This kind of approach will support to
engage the new team member.
Adjourning
The adjourning is a step of group development that has defined by Tuckman. This step
refers to disbands of teams as the team has achieved the goals of the project and going to close it
at positive note (Levi, 2015).
Face-to-face meeting:
The team members will conduct a meeting to plan the celebration of project success. For
the celebration of big achievement, the team members have planned to visit Paris, France for
adjourning. The success of the project needs to be celebrated properly which shows the character
of the team working. This is also essential as project team members we are going to close
working and relationship with members (Lunenburg, & Lunenburg, 2015). The interaction of

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team members is essential for sharing experience and planning for closing the project
successfully after 2 years.
Post-mortem:
The adjourning of the project requires the analysis of expected outcome and the actual
outcome to prepare the final report for the project. According to analysis, the team members
have done good work for maintaining the standards by working of the plan for Johnson and
Johnson. The project team has shared information about financial expenses, use of tools and
technology to complete the tasks and provided the full documents for developing a final report
for closing the project (Semmann, & Böhmann, 2015). The outcomes of the plan involve a
systematic review of the approach of the company in the marketing and planning for of the
launch of the new baby product. The project team has conducted market research for developing
the plan for developing the project that best suits the needs of customer and marketing through
effective utilization of social media and television ads. The team has successfully met the
proposed outcome.
Badge:
Johnson and Johnson
Project: To develop and launch the new baby
product
Class and Tools: MS Word and Internet
Members Bio:
Made at
TechShop
Project plaques
Design and Made at
TechShop

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The project team will use this badge at the final closing of the project and providing brief
information related to the team members and tools.

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REFERENCES
Carmeli, A., Dutton, J. E., & Hardin, A. E. (2015). Respect as an engine for new ideas: Linking
respectful engagement, relational information processing and creativity among employees
and teams. Human Relations, 68(6), 1021-1047.
Chance, D. M., & Brooks, R. (2015). Introduction to derivatives and risk management. Cengage
Learning.
Levi, D. (2015). Group dynamics for teams. Sage Publications.
Lunenburg, F. C., & Lunenburg, M. R. (2015). Developing high performance teams: Long-
standing principles that work. International Journal of Organizational Behavior in
Education, 3(1), 1-17.
McChrystal, G. S., Collins, T., Silverman, D., & Fussell, C. (2015). Team of teams: New rules of
engagement for a complex world. Penguin.
Semmann, M., & Böhmann, T. (2015). Post-Project Benefits Management in Large
Organizations–Insights of a Qualitative Study.