Manage Team

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:

  1. Project Management Plan ( Resources Management Plan
  2. Project Documents ( Issue log , Lessons learned register , Project Team assessments , team charter )
  3. Team Performance Assessments
  4. Work performance reports
  5. Organization Process Assets

 

Tools &Techniques:

  1. Interpersonal and team skills ( Conflict management , Decision making , emotional intelligence , Influencing , leadership )
  2. Project Management Information System

Outputs:

  1. Change Requests
  2. Project Management Plan Updates ( Recourses Management Plan , Schedule Baseline , Cost baseline )
  3. Project Document updates ( Issue log , lessons learned register , project team assignments )
  4. 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 :
  1. Formal (Legitimate), Based on your position.
  2. Reward, it stems from giving rewards.
  3. Penalty comes from the ability to penalize team members.
  4. Expert, Comes from being technical or project management expert.
  5. 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 ,
  1. Directing , telling others what to do.
  2. Facilitating , coordinates inputs to others ,
  3. Analytical, depends on the manager own technical knowledge and ability.
  4. Autocratic, Top down approach where the manager has the power to do whatever he want.
  5. Consultative, Bottom up approach used influence to achieve results.
  6. 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 :
  1. Schedules
  2. Project Priorities
  3. Resources
  4. Technical Opinions
  5. Administrative procedures
  6. Cost
  7. Personality
  • Conflict Resolution techniques :
  1. Collaborating ( Problem Solving ) , Parties discuss differences and try to incorporate , leads to a win-win situation.
  2. Compromising ( Reconciling ) , Involves finding solutions that bring some degree of satisfaction of both parties , leads to lose-lose situation.
  3. Withdrawal ( Avoidance ) , parties postpone a decision on a problem , leads to lose-leave situation
  4. Smoothing ( Accommodating ) , emphasizes agreement rather than differenced in opinions , leads to lose-yield situation .
  5. 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 ,
  1. Theory X assumes people need to be watched every minute.
  2. 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 :
  1. Working conditions
  2. Salary
  3. Personal life
  4. Security and status
  5. Relationships at work

While motivating agents includes:

  1. Responsibility
  2. Self-Actualization
  3. Professional growth
  4. Recognition


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