Examining the Results of Team Development

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Team development is an ongoing process. Optimum team performance doesn’t happen on the first day of the project, but hopefully it does well before the final day of the project. The primary goal of team development is to improve project team performance. Improvements can include:

• Individuals Improvements to individual skill sets may allow the individual to complete their assigned work better, faster, or with more confidence.

• Team Improvements to the project team may allow the team to perform with a focus on technical requirements, project work, and working together (in harmony) to complete the project work.

• Individuals and team Improvements to either team members or the project team as a whole may lead to the better good of the project by finding better ways of completing the project work.

Another result of team development is the input to performance reviews of the project team members. Hopefully, all goes well and the project manager can report successful, willing, and cooperative team members. Honesty is paramount in reporting the performance of project team members.

Inside the Exam

Most project managers taking the PMP exam can rely on their practical experience to ace these questions. But as reinforcement, let’s examine some key issues you should know going into the examination.

Project human resource management questions on the exam center around three big points:

• A role is who does what.

• A responsibility is who decides what.

• Project managers are responsible for the project. Team members fill roles on the project.

Because project managers are responsible for the success of the project, they have power to exert over the project team. Table 9-1 is a quick list of the powers that the project manager can have.

There are five organizational theories you may encounter on the exam:

• Maslow’s Hierarchy of Needs People don’t work for money, but for self-actualization.

• Herzberg’s Theory of Motivation The presence of hygiene factors doesn’t motivate people; the absence of hygiene factors, however, hinders people’s performance.

• McGregor’s Theory of X and Y X people are lazy and do not want to work. Y people are self-led, motivated, and want to accomplish.

• Ouchi’s Theory Z Workers and management cooperate for the good of the organization. Everyone wins!

• Expectancy Theory People expect to be rewarded for their effort.

Within projects there will likely be conflicts and disagreements among the project team and stakeholders. Conflicts typically stem from one of the following sources (in descending order):

1. Schedules

2. Priorities

3. Resources

4. Technical beliefs

5. Administrative policies and procedures

6. Project costs

7. Personalities

And to solve these conflicts? Table 9-2 lists various resolution methods.

Table 9-1: The Powers of the Project Manager

Power	Definition
Expert	The project manager is an expert with the technology the project focuses on.
Reward	The project manager can reward the project team members.
Coercive	The project manager can punish the project team members.
Formal	The project manager is formally assigned to the role of the project manager.
Referent	The project team knows the project manager. The project manager refers to the person that assigned them to the role of project manager.

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