While developing a proper project team different obstacles or barriers take place. Those different barriers are as follows:-

• Differing outlooks, priorities, and interests: A major barrier exists when team mem- bers have professional objectives and interests that are different from the project objectives. These problems are compounded when the team relies on support organizations that have different interests and priorities.

• Role conflicts: Team development efforts are thwarted when role conflicts exist among the team members, such as ambiguity over who does what within the project team and in external support groups.

• Project objectives/outcomes not clear: Unclear project objectives frequently lead to conflict, ambiguities, and power struggles. It becomes difficult, if not impossible, to define roles and responsibilities clearly.

• Dynamic project environments: Many projects operate in a continual state of change. For example, senior management may keep changing the project scope, objectives, and resource base. In other situations, regulatory changes or client demands can drastically affect the internal operations of a project team.

• Competition over team leadership: This barrier most likely occurs in the early phases of a project or if the project runs into severe problems. Obviously, such cases of leadership challenge can result in barriers to team building. Frequently, these challenges are covert challenges to the project leader’s ability.

• Lack of team definition and structure: Many senior managers complain that teamwork is severely impaired because it lacks clearly defined task responsibilities and reporting structures. A common pattern is that a support department is charged with a task but no one leader is clearly delegated the responsibility. As a consequence, some personnel are working on the project but are not entirely clear on the extent of their responsibilities. In other cases, problems result when a project is supported by several departments without interdisciplinary coordination.

• Team personnel selection: This barrier develops when personnel feel unfairly treated or threatened during the staffing of a project. In some cases, project personnel are assigned to a team by functional managers, and the project manager has little or no input into the selection process. This can impede team development efforts, especially when the project leader is given available personnel versus the best, hand-picked team members.

• Lack of team member commitment: Lack of commitment can have several sources. Team members having professional interests elsewhere, the feeling of insecurity that is associated with projects, the unclear nature of the rewards that may be forthcoming upon successful completion, and intense interpersonal conflicts within the team can all lead to lack of commitment.

Lack of team member commitment may result from suspicious attitudes existing between the project leader and a functional support manager, or between two team mem- bers from two warring functional departments.

• Communication problems: The project leader should devote considerable time communicating with individual team members about their needs and concerns. In addition, the leader should provide a vehicle for timely sessions to encourage communications among the individual team contributors. Tools for enhancing communications are status meetings, reviews, schedules, reporting system, and colocation.