Manage Team

Sensei Short Scroll 32 Executing Process Group

Manage Team

Introduction: Why This Matters

A project team is not static. As execution progresses, performance must be monitored, conflicts resolved, and feedback provided. The Manage Team process focuses on tracking team performance, resolving issues, and applying leadership skills to keep the team aligned with project goals.

On the PMP exam, this process is often tested through situational questions about conflict resolution techniques, leadership styles, performance evaluations, and handling underperformance. In practice, effective team management ensures productivity, strengthens trust, and prevents small issues from escalating into project-threatening problems (Project Management Institute, 2021).

Purpose and Objectives

Primary Purpose: To monitor team performance and take corrective action to optimize project outcomes.

Key Objectives:

  • Observe individual and team performance.
  • Provide feedback and coaching.
  • Resolve conflicts constructively.
  • Apply emotional intelligence and leadership skills.
  • Enforce ground rules and agreements.
  • Address issues of underperformance.
  • Maintain alignment with the project management plan.

Overview

At a high level, Manage Team is about making sure the team that was developed in earlier processes stays effective, engaged, and focused on delivering the project objectives.

  • Monitor performance: Use observations, reports, and assessments to see how the team is doing.
  • Resolve issues: Tackle conflicts, bottlenecks, and underperformance before they grow.
  • Give feedback: Provide timely, constructive feedback and coaching to guide behavior.
  • Adjust and realign: Update plans, roles, or support as needed to keep the team on track.

Inputs, Tools and Techniques, Outputs (ITTOs)

Inputs

  • Resource management plan
  • Team assignments
  • Team performance assessments (from Develop Team)
  • Issue log
  • Work performance reports
  • Lessons learned register

Tools and Techniques

  • Interpersonal and team skills: Conflict management, decision making, emotional intelligence, influencing.
  • Project Management Information System (PMIS): Performance dashboards, collaboration tools.
  • Recognition and rewards: Reinforcing positive behaviors.
  • Problem-solving: Identifying root causes and resolving issues quickly.
  • Leadership styles: Situational leadership, coaching, directing.

Outputs

  • Change requests (for additional training or reallocation of resources)
  • Project management plan updates (resource plan, schedule plan)
  • Project document updates (issue log, lessons learned, performance records)
  • Enterprise environmental factors updates (HR policies, recognition systems)

Characteristics

  • Dynamic and ongoing: Managing the team happens throughout execution, not only when there is a visible issue.
  • Behavior-focused: Emphasizes how people work together, not just what they deliver.
  • Conflict-centric: Requires comfort with addressing tension and disagreement.
  • Leadership heavy: Relies on emotional intelligence, influence, and situational leadership.

Conflict Management Approaches

  • Collaborate / Problem Solve (Win-Win): Seek solutions that satisfy all parties. Most effective and preferred for long-term resolution.
  • Compromise / Reconcile (Lose-Lose): Each side gives up something. Often a temporary resolution.
  • Smooth / Accommodate (Yield-Lose): Emphasize agreement and downplay differences. Useful for minor issues or when relationships matter more than the issue.
  • Force / Direct (Win-Lose): Enforce one viewpoint. Useful in emergencies but may damage trust if overused.
  • Withdraw / Avoid (Lose-Lose): Retreat from conflict. Sometimes necessary if the issue is trivial or the timing is poor.

Leadership in Manage Team

  • Emotional Intelligence (EI): Recognize and manage emotions to strengthen relationships.
  • Situational leadership: Adapt leadership style to the maturity and competence of team members.
  • Coaching: Encourage growth, ownership, and continuous improvement.
  • Influencing: Persuade stakeholders and team members toward project goals.

Practical Example: Marketing Campaign Launch

Context: A company is executing a large product launch campaign with marketing, design, and IT teams.

Manage Team activities:

  • Conflict arises between marketing and IT regarding campaign deadlines. The project manager facilitates a problem-solving workshop to balance requirements.
  • A designer underperforms due to lack of training. The project manager arranges coaching sessions and additional support.
  • Team morale dips under workload pressure. The project manager recognizes accomplishments in team meetings and secures a bonus budget.

Outcome: Conflicts are resolved constructively, underperformance is addressed, and morale improves, leading to a successful campaign launch.

Common Pitfalls

Avoiding conflict

  • Pitfall: Hoping issues resolve themselves.
  • Prevention: Address conflicts early with appropriate techniques.

Overusing authority

  • Pitfall: Forcing decisions without team input.
  • Prevention: Use directing only when urgent or truly necessary.

Failing to provide feedback

  • Pitfall: Performance issues go unaddressed.
  • Prevention: Provide timely, specific, and constructive feedback.

Ignoring motivation

  • Pitfall: Assuming salary alone motivates the team.
  • Prevention: Recognize intrinsic motivators such as achievement, growth, and recognition.

Sensei Tip : The PMP exam favors Collaborate / Problem Solve as the best conflict resolution approach in most scenarios, especially when relationships and long-term outcomes matter.

Exam Alert : Do not confuse Manage Team with Develop Team. Develop Team builds skills and cohesion. Manage Team monitors performance, resolves conflicts, and addresses underperformance.

Exam Lens

Patterns on the PMP Exam:

  • Situational questions about conflict resolution are very common.
  • Expect scenarios about team underperformance or resistance.
  • The exam often prefers problem solving (collaborating) over compromise or force.
  • Recognition and rewards should align with project objectives and desired behaviors.

Sample Question

Question: Two senior engineers strongly disagree about the technical approach for a deliverable. The project manager facilitates a session to understand both viewpoints and find a solution acceptable to both. Which conflict resolution technique is being used?

  1. Force / Direct
  2. Compromise / Reconcile
  3. Collaborate / Problem Solve
  4. Withdraw / Avoid

Correct Answer: C. Collaborate / Problem Solve is the most effective long-term approach.

Quick Recap Table

Concept Description Exam Watch Point
Manage Team Monitors performance and resolves conflicts. Distinguish from Develop Team which builds skills and cohesion.
Conflict resolution Collaborate, Compromise, Smooth, Force, Withdraw. PMP prefers Collaborate / Problem Solve in most cases.
Leadership approaches Emotional intelligence, situational leadership, coaching. Frequently appear in exam scenarios about team behavior.
Recognition and rewards Reinforce positive behaviors and outcomes. Must align with project goals and not promote bad habits.

Key Takeaways

  • Manage Team ensures the project team remains effective, aligned, and motivated throughout execution.
  • Conflict resolution is central, with Collaborate / Problem Solve favored on the PMP exam.
  • Emotional intelligence and adaptable leadership are critical to navigating team dynamics.
  • In practice, strong team management reduces turnover, improves performance, and supports delivery success.

Next Step

With Manage Team complete, the next Executing process is Manage Communications, which ensures stakeholders receive the right information in the right format at the right time during execution.

Bibliography

Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

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