HKSM

Ongoing leadership and oversight to guide, support, and optimize the project team’s performance by giving feedback, resolving issues, recognizing contributions, and making adjustments so objectives are met.

Purpose & When to Use

• Ensure the team performs effectively and stays focused on delivering the plan.
• Give timely feedback, coach individuals, and resolve conflicts before they affect scope, schedule, or quality.
• Apply recognition and corrective actions to keep motivation high and reduce churn.
• Used continuously once the team is acquired and throughout execution, especially during team changes or performance issues.

Mini Flow (How It’s Done)

• Confirm roles, responsibilities, and working agreements; verify each person’s availability and constraints.
• Monitor performance using observations, dashboards, peer feedback, and deliverable results; look for trends and bottlenecks.
• Hold one-on-ones and team touchpoints; provide clear, timely, and specific feedback; coach for improvement.
• Address impediments and conflicts early; choose an appropriate conflict approach; record actions in the issue log.
• Apply recognition and rewards as planned; reinforce desired behaviors and collaboration.
• Decide on training, mentoring, pair work, or reassignment; raise change requests if baselines or formal staffing need updates.
• Handle underperformance with documented expectations and follow-ups; involve functional managers and HR when required.
• Update resource calendars, team charter or ground rules, issue log, lessons learned, and communication updates.
• Escalate sensitive or policy-bound matters through governance; maintain confidentiality and respect labor laws.

Quality & Acceptance Checklist

• Team roles, availability, and handoffs are clear, current, and communicated.
• Performance data is tracked, analyzed, and acted on; variances have owners and due dates.
• Feedback and coaching conversations are documented with agreed next steps.
• Conflicts are resolved promptly with outcomes and lessons recorded in the issue log.
• Recognition and rewards are applied fairly, aligned to criteria, and within budget.
• Training, mentoring, or reshuffling decisions have a rationale and measurable follow-up.
• Approved changes to staffing or baselines are reflected in plans and calendars.
• Stakeholders are informed of significant team changes that affect delivery or risk.
• Compliance with HR policies, contracts, and local labor regulations is verified.
• Team well-being and psychological safety are monitored; workload and burnout risks are addressed.
• Relevant lessons learned about team management are captured and shared.

Common Mistakes & Exam Traps

• Confusing Manage Team with Develop Team; managing is about day-to-day performance and issues, developing is about building skills and cohesion.
• Skipping documentation of feedback, conflicts, and actions; if it is not recorded, it is not controlled.
• Jumping to punitive actions without coaching or finding root causes.
• Using the same conflict style for every situation; select collaborating, compromising, or other approaches based on context.
• Rewarding only outcomes and ignoring positive behaviors that enable sustainable delivery.
• Bypassing HR policies for discipline or termination; always follow organizational rules.
• Submitting change requests for routine people management; only request changes when baselines or formal staffing need approval.
• Escalating too early; first attempt to resolve at the team level using ground rules.
• Mixing up processes on the exam; team performance or conflict points to Manage Team, skills-building to Develop Team, acquiring people to Acquire Resources.

PMP Example Question

Mid-iteration, two senior team members are arguing over technical direction, causing delays. What should the project manager do first?

1. Escalate the issue to the sponsor for a decision.
2. Facilitate a discussion with both members to clarify interests, apply ground rules, and agree on a path forward.
3. Submit a change request to replace one of the team members.
4. Record the issue and wait to address it during the retrospective.

Correct Answer: B — Facilitate a discussion with both members to clarify interests, apply ground rules, and agree on a path forward.

Explanation: Manage Team focuses on timely conflict resolution and maintaining performance. Escalation or replacement comes later if team-level resolution fails.