Manage Project Team

Marginalia

• 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) Manage Project Team

(6.4.1) Process Input

... generated by predecessor processes

Project Staff Assignments
- generated by: Acquire Project Team
Roles and Responsibilities
- generated by: Human Resource Planning
Project Organization Charts
- generated by: Human Resource Planning
Staffing Managment Plan
- generated by: Human Resource Planning
Team Performance Assessment
- generated by: Develop Project Team
Work Performance Information
- generated by: Direct and Manage Project Execution
Performance Reports
- generated by: Performance Reporting

... 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)

Part of the Monitoring and Controlling Process Group
Child Process of Monitor an Control Project Work Direct & Manage Project Execution
Member of Knowledge Area Project Human Resource Management

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

(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⁾:

Integrated Change Control

Processes using the updates as input⁽²⁾:

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