5th Edition PMBOK® Guide—Chapter 9: Process 9.3 Develop Project Team


 

1.  Introduction

The third out of four human resource-related processes is in the executing process group, and it is used to develop the group of individuals assembled as the team members for your project and to get them to work together as a team.

2.  Inputs

The inputs come from the first process 9.1 in the form of the Human Resource Management Plan and the second process 9.2 in the form of the Project staff assignments and Resource calendars, which tell who is working on the project and for what time period

9.3  DEVELOP PROJECT TEAM
INPUTS
1. Human Resource  Management Plan The portion of the human resource management plan that is used in this process is the one that identifies training strategies and plans for developing the project team
2. Project staff assignments This is an output of the last process 9.2 Acquire Project Team:  it tells who is going to be on the project, and what their roles and responsibilities will be.
3. Resource calendars This is an output of the last process 9.2 Acquire Project Team:  it tells when the team members are going to be available to do team development activities.
TOOLS & TECHNIQUES
1. Interpersonal skills These are the so-called “soft skills” such as communication skills, emotional intelligence, conflict resolution, negotiation, influence, team building, and group facilitation.
2. Training Activities designed to enhance the competencies of team members.
3. Team-building activities This is crucial to the success of the project.  Typical models for team building include the Tuckman ladder (see separate post).
4. Ground rules Clear guidelines for acceptable behavior by team members stated at the beginning of the project can reduce misunderstandings from happening on the project itself.
5. Colocation Placing the most active project team members in the same physical location, either temporarily at the beginning of the project or for the entire project.
6. Recognition and rewards Recognizing and rewarding desirable behavior tells team members that they are valued by their organization and in particular by their project team.
7. Personnel assessment tools Gives insight into strengths and weaknesses of team members.
OUTPUTS
1. Team performance assessments This is an assessment not of the individuals on the project team, but how they work together as a team.
2. EEFs updates The training that goes on to develop the team should be notated in the employees’ training records.

3.  Tools & Techniques

The tools & techniques are a varied lot, from skills on how to handle team members (interpersonal skills and personnel assessment tools), the guidelines for team member behavior (ground rules) and their physical environment (colocation), to training them individually (training) and as a group (team-building activities).  Also included are ways to encourage team members to work towards the project goals (recognition and rewards).

4.  Outputs

The team performance assessments are not the same as individual performance evaluations, but evaluations of how well the team works together.  Any training that members receive either as individuals or as a group should be recorded in their training records.

The core of this process is tool & technique #3, Team-Building Activities.  The next post will be on the five stages of developing a team called the Tuckman ladder.

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