Projects are delivered by people, and new teams go through predictable stages. Bruce Tuckman's model describes them: forming (members are polite, unsure of roles and depend on the leader), storming (disagreements over roles, approaches and priorities surface), norming (the team agrees on ways of working and builds trust), performing (the team works effectively with little supervision) and adjourning (the work ends and the team disbands). Teams can slip back, for example into storming when a new member joins or priorities change, so the project manager adapts: more direction when forming, facilitation and coaching while storming, support when norming, and delegation when performing.
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