The first TPQ administration produces the baseline against which all subsequent administrations of the GTPQ can be compared. The TPQ requires a second iteration, usually more. The second administration is accomplished after a suitable interval, in teams with longevities of a year or more, every three months, typically. However, every team is different and the team and team leader may want a unique schedule.
Three Types of TPQ Questions
The TPQ Questionnaires include both quantitative and qualitative questions. The total number of questions is usually kept to about 35 to 45, which allows most respondents to answer the questionnaire in about 20 - 30 minutes. It’s important to understand one of the unique features of the TPQ Questionnaires -- the three types of questions.
Core Questions: Core questions are normally not modified unless the question for some reason could not be answered by the team. There are qualitative and quantitative core questions. The quantitative core questions have been used frequently over time and a database of responses has been acquired. These questions have almost always (except for new questions) been correlated with the dimensions to create the questionnaire’s Executive Summary Charts.
Optional Questions: These are often questions which started out as Custom Questions, now on their way to becoming Core Questions; they may be selected by team leaders or consultants to add to the core questions. Results to these questions are not compared against the database.
Custom Questions: Custom questions are developed by the consultant in consultation with the team leader and are edited at ITAP for clarity. These questions are usually team-specific and give the team the opportunity to tailor the questionnaire to meet its special requirements. Custom questions can be either quantitative or qualitative.
Summative Evaluation/Lessons Learned
It can be useful to have the TPQ administered as the curtain falls on a team—at that point, team members have had an opportunity to process what has occurred across the full life cycle of the team and to reflect on it. This information, typically lost, can be as valuable to future teams as exit interviews are to future employees.