6th Edition PMBOK® Guide–Process 9.5 Manage Team: Inputs

In the Tuckman ladder, a model of team development, there are five phases a team goes through on a project.   Each phase must be successfully passed through in order to go to the next:

  • Forming–team members meet each other and learn about their project and their formal roles and responsibilities.
  • Storming–the team addresses the project work, technical decisions on the project, and the project management approach.   This is the point where, if there are differing ideas and perspectives towards these topics, the conflicts must be ironed out in order for the environment to become productive.
  • Norming–the team members build trust with each other as they adjust to each other’s work habits and personalities.
  • Performing–This is where the team functions as a well-organized unit.
  • Adjourning–The team completes the work and moves on.

The process 9.4 Develop Team is really where the first three phases occur of forming, storming, and norming.   The next phase of performing is where the current process 9.4 Manage Team comes in.   (Adjourning is the phase that happens when the project is done.)

Here are the inputs to this process.

9.5.1 Manage Team:  Inputs Project Management Plan

The resource management plan contains guidelines for doing the other processes in the resource management knowledge area.   The ones pertaining to the process 9.5 Manage Team are:

  • Project team resource management–guidance on how project team members should be defined, staffed, managed, and eventually released
  • Recognition plan–which recognition and rewards will be given to team members, and when they will be given Project Documents

  • Issue log–if issues arise in the course of managing the project team, these will be added to the issue log as a result of this process.
  • Lessons learned register–if there are lessons learned with regards to the management of the project team, either in terms of what worked well or what did not work well, these will be added to the lessons learned register as a result of the process.
  • Project team assignments–this identifies the team member roles and responbilities
  • Team charter–this provides guidance on how the team will make decisions, conduct meetings, and resolve conflict. Work Performance Reports

These are reports that contain work performance information regarding schedule control, cost control, quality control, and scope validation.    they are useful for determining future resource requirements, distribution of recognition and awards, and for updating the resource management plan. Team Performance Assessments

The initial team performance assessment is done at the end of the 9.4 Develop Team process.   These assessments are continued during process 9.5 Manage Team.   These assessments are used to

  • Resolve issues
  • Modify communication
  • Address conflicts
  • Improve team interaction Enterprise Environmental Factors

  • Human resource management policies  Organizational Process Assets

  • Certificates of appreciation and other forms of recognition/award

Next we will look at the tools and techniques of this process.




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