This article contains most of the important information you need to know about Manage Project team process in order to answer questions related to this topic in the PMP Exam, I recommend you review this type of articles 1 week before your exam date, all information mentioned are based on PMBOK Guide 6th edition and PMP Exam Prep 9th edition for Rita Maclhy’s, ITTO refers to Inputs, Tools & Techniques and outputs.
This process is a part of executing Process group and Resources Management Knowledge Area with the following ITTO’s
Inputs:
- Project Management Plan ( Resources Management Plan
- Project Documents ( Issue log , Lessons learned register , Project Team assessments , team charter )
- Team Performance Assessments
- Work performance reports
- Organization Process Assets
Tools &Techniques:
- Interpersonal and team skills ( Conflict management , Decision making , emotional intelligence , Influencing , leadership )
- Project Management Information System
Outputs:
- Change Requests
- Project Management Plan Updates ( Recourses Management Plan , Schedule Baseline , Cost baseline )
- Project Document updates ( Issue log , lessons learned register , project team assignments )
- Enterprise environmental factors updates
- It is the process of tracking team members performance , providing feedback , resolving issues and managing team changes to optimize project performance .
- The process involves day to day activities of managing people, observation & Conversation; Project Manager should watch what’s happening on site and talk with people.
- Observation and conversation , project manager should watch what is happening and specifically talk to people to understand how things are going .
- Project Performance Appraisals: Evaluations of employees done who supervise them, it also can be done with the “360 Degree” Method which includes inputs from coworkers, subordinates and supervisors.
- Issue Log is an important input for this process, it is fed from manages stakeholder engagement process, used to understand who is responsible to solving specific issues.
- In Functional or matrix organizations mangers separately evaluates employee performance.
- Powers of the Project Manager :
- Formal (Legitimate), Based on your position.
- Reward, it stems from giving rewards.
- Penalty comes from the ability to penalize team members.
- Expert, Comes from being technical or project management expert.
- Referent, Comes from other person liking you, respecting you or wanting to be like you.
- Best forms of power are expert and reward, penalty is the worst, formal, reward and penalty comes from your position, expert power comes from your own.
- Situational Leadership , refers to a manager using different leadership styles based on the people and project work he or she is dealing with .
- Here are few leadership styles you should be familiar with ,
- Directing , telling others what to do.
- Facilitating , coordinates inputs to others ,
- Analytical, depends on the manager own technical knowledge and ability.
- Autocratic, Top down approach where the manager has the power to do whatever he want.
- Consultative, Bottom up approach used influence to achieve results.
- Laisseze-Faire , allow to act , allow to do but it need highly skilled team.
- Arbitration : In arbitration , a neutral party hears and resolves a dispute.
- Perquisites ( Perks ) , some employees receive special rewards such as special parkings , corner offices …
- Fringe Benefits , Standard benefits formally given to all employees such as educational benefits , insurance and profit sharing.
- Conflict Management: conflicts force a search for alternatives, need openness , not personal , focus on present and future , it is investable consequence of organization interactions.
- Seven sources of conflicts in order of frequency :
- Schedules
- Project Priorities
- Resources
- Technical Opinions
- Administrative procedures
- Cost
- Personality
- Conflict Resolution techniques :
- Collaborating ( Problem Solving ) , Parties discuss differences and try to incorporate , leads to a win-win situation.
- Compromising ( Reconciling ) , Involves finding solutions that bring some degree of satisfaction of both parties , leads to lose-lose situation.
- Withdrawal ( Avoidance ) , parties postpone a decision on a problem , leads to lose-leave situation
- Smoothing ( Accommodating ) , emphasizes agreement rather than differenced in opinions , leads to lose-yield situation .
- Forcing ( Directing ( Involves pushing one viewpoint at the expense of another , leads to win-lose situation.
- Collaborating choices are generally the best answers , Forcing is the worst.
Motivation Theories
- Expectancy Theory , Employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will remain productive as rewards meets their expectations.
- Mcgregors theory of X and Y ,
- Theory X assumes people need to be watched every minute.
- Theory Y assumes people are willing to work without supervisions.
- Theory Z , Increasing loyalty by providing a job for life with focus on well being employee.
- Maslow’s hierarchy of needs , in a pyramid shape , starting from below : Physiological ( Water, food and housing ) , Safety ( Security and stability ) , Social ( Love, friends ) Esteem ( respect and attention ) , Self-Actualization ( Growth and learning )
- David McClellands theory of Needs , a person falling into one caregory would be managed differently than other person , Categories are Achievement , Affiliation and Power.
- Contingency theory , effectiveness of a leader stile is contingent on the situation .
- Herzbergs theory , deals with Hygiene factors and motivating agents , states that hygiene factors are not enough to motivate people , Examples of hygiene factors :
- Working conditions
- Salary
- Personal life
- Security and status
- Relationships at work
While motivating agents includes:
- Responsibility
- Self-Actualization
- Professional growth
- Recognition
