Organizational Process Assets in this context refer to the fact that "the project management team should utilze an organization's policies, procedures, and systems for rewarding employees during the course of a project" (comp. PMBOK3, p. 216)

(6.4) Leiten des Projektteams

(6.4.1) Process Input

... generated by predecessor processes

... introduced by external units

  • Organizational Process Assets

(6.4.2) Process Definition

Manage Project Team is the process for "[...] tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project  performance" (comp. PMBOK3, p. 199). The main task of the process is

  • to observe the team behavior
  • to manage conflicts
  • to resolve issues
  • to apraise team member performance

(comp. PMBOK3, p. 215)

The subject Human Resource Management operates on the base of other human resources concerning concepts

(6.4.3) Tools and Techniques

PMBOK Mentioned Methods

  • Observation and conversation is the main method "[...] to stay in touch with the work and attitudes of project team members" (comp. PMBOK3, p. 215)
  • Project performance appraisals build a method to appraise the project performance with respect to the team members. The "360-degree" method lets supreriors, peers, and subordinates evalute a member and mirrors the appraisals or evaluations to the evaluated person (comp. PMBOK3, p. 215)
  • Conflict management is the method to reduce project restraints: "Sources of conflict include scarce resources, scheduling priorities, and personal work styles". The team members themselves are initially responsible for solving their own conflicts. Only in case of escalates the project manager should help (comp. PMBOK3, p. 217). One can found the following conflict resolution methods (comp. CROSSWIND7, p. 367):
    • Problem solving (confrontational): solving by finding a real solution (best type)
    • Compromising: finding a middleway (not a real solution)
    • Forcing: dictating a solution (worst type)
    • Smoothing: deescalition by focusing on the common positive aspects
    • Withdrawal: ignoring the problem
  • Issue log is a method to document tasks of a person and the corresponding date for being able to reflect the fullfillment (comp. PMBOK3, p. 218).

Open Source Tools

  • NN

(6.4.4) Process Output

  • Requested Changes may be evoked by the results of resource evaluation and controlling which itself evoke a change request concerning the scope-baseline, the time-baseline and so on.
  • Recommended Corrective Actions may be evoked by the results of resource evaluation and controlling which itself evoke a change of the project team.
  • Recommended Preventive Actions may be evoked by the results of resource evaluation and controlling which itself suggest an improvement of the skills and the behavior of the team members.
  • Updates of the Organizational Process Assets are evoked by the generalization of improvements of the process.
  • Updates of the Project Management plan are evoked by changes of the staffing management plan.

(comp. PMBOK3, p.  218f)

(6.4.5) Output Using Successor Processes 

Successors using the initially generated output as own input(1):

Processes using the updates as input(2):

  1. For details see FAQ::Q001:1
  2. For details see FAQ::Q001:2