Acquire Project Team: Tools and Techniques

9.4.1 Manage Project Team: Inputs

.1 Organizational Process Assets The project management team should utilize an organization’s policies, procedures, and systems for rewarding employees during the course of a project Section 4.1.1.4. Organizational recognition dinners, certificates of appreciation, newsletters, bulletin boards, Web sites, bonus structures, corporate apparel, and other organizational perquisites should be available to the project management team as part of the project management process. .2 Project Staff Assignments Project staff assignments Section 9.2.3.1 provide a list of the project team members to be evaluated during this monitoring and controlling process. .3 Roles and Responsibilities A list of the staff’s roles and responsibilities is used to monitor and evaluate performance Section 9.1.3.1. .4 Project Organization Charts Project organization charts provide a picture of the reporting relationships among project team members Section 9.1.3.2. .5 Staffing Management Plan The staffing management plan lists the time periods that team members are expected to work on the project, along with information such as training plans, certification requirements, and compliance issues Section 9.1.3.3. .6 Team Performance Assessment The project management team makes ongoing formal or informal assessments of the project team’s performance Section 9.3.3.1. By continually assessing the project team’s performance, actions can be taken to resolve issues, modify communication, address conflict, and improve team interaction. .7 Work Performance Information As part of the Direct and Manage Project Execution process Section 4.4, the project management team directly observes team member performance as it occurs. Observations related to areas such as a team member’s meeting participation, follow-up on action items, and communication clarity are considered when managing the project team. .8 Performance Reports Performance reports Section 10.3.3.1 provide documentation about performance against the project management plan. Examples of performance areas that can help with project team management include results from schedule control, cost control, quality control, scope verification, and procurement audits. The information from performance reports and related forecasts assists in determining future human resource requirements, recognition and rewards, and updates to the staffing management plan. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 216 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA

9.4.2 Manage Project Team: Tools and Techniques

.1 Observation and Conversation Observation and conversation are used to stay in touch with the work and attitudes of project team members. The project management team monitors indicators such as progress toward project deliverables, accomplishments that are a source of pride for team members, and interpersonal issues. .2 Project Performance Appraisals The need for formal or informal project performance appraisals depends on the length of the project, complexity of the project, organizational policy, labor contract requirements, and the amount and quality of regular communication. Project team members receive feedback from the people who supervise their project work. Evaluation information also can be gathered from people who interact with project team members by using 360-degree feedback principles. The term “360-degree” means that feedback regarding performance is provided to the person being evaluated from many sources, including superiors, peers, and subordinates. 9 Objectives for conducting performance appraisals during the course of a project can include reclarification of roles and responsibilities, structured time to ensure team members receive positive feedback in what might otherwise be a hectic environment, discovery of unknown or unresolved issues, development of individual training plans, and the establishment of specific goals for future time periods. .3 Conflict Management Successful conflict management results in greater productivity and positive working relationships. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict. When managed properly, differences of opinion are healthy, and can lead to increased creativity and better decision-making. When the differences become a negative factor, project team members are initially responsible for resolving their own conflicts. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, increasingly formal procedures will need to be used, including the possible use of disciplinary actions. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 217 .4 Issue Log As issues arise in the course of managing the project team, a written log can document persons responsible for resolving specific issues by a target date. The log helps the project team monitor issues until closure. Issue resolution addresses obstacles that can block the team from achieving its goals. These obstacles can include factors such as differences of opinion, situations to be investigated, and emerging or unanticipated responsibilities that need to be assigned to someone on the project team.

9.4.3 Manage Project Team: Outputs

.1 Requested Changes Staffing changes, whether by choice or by uncontrollable events, can affect the rest of the project plan. When staffing issues are going to disrupt the project plan, such as causing the schedule to be extended or the budget to be exceeded, a change request can be processed through the Integrated Change Control process Section 4.6. .2 Recommended Corrective Actions Corrective action for human resource management includes items such as staffing changes, additional training, and disciplinary actions. Staffing changes can include moving people to different assignments, outsourcing some work, and replacing team members who leave. The project management team also determines how and when to give out recognition and rewards based on the team’s performance. .3 Recommended Preventive Actions When the project management team identifies potential or emerging human resource issues, preventive action can be developed to reduce the probability andor impact of problems before they occur. Preventive actions can include cross-training in order to reduce problems during project team member absences, additional role clarification to ensure all responsibilities are fulfilled, and added personal time in anticipation of extra work that may be needed in the near future to meet project deadlines. .4 Organizational Process Assets Updates • Input to organizational performance appraisals. Project staff generally should be prepared to provide input for regular organizational performance appraisals of any project team member with whom they interact in a significant way. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 218 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA