8 Tips for Successful Project Team Management

In a recent article on Seven Characteristics of a Rock Star Project Manager, I mentioned that successful project management is much more than earning a Project Management Professional (PMP®) designation. Though it’s important to be proficient in project management principles and methodologies, it’s equally important to understand the human side of project management and specifically, team management. When individuals are pulled together to serve as a cohesive project team, the PM must understand that their project’s success is based on many factors. One of those factors is how well they manage the team.

Here are some tips as you consider the human side of project management.

1. Ensure that team members know their roles and responsibilities

In the early stages of project planning, project managers should document and discuss each team member’s role and responsibility on the project. There is nothing worse than a team of people looking around wondering “who’s on first” when it comes to getting certain tasks done. In addition, once the key deliverables of the project are defined, the PM should develop a RACI, which is an acronym for a document which captures project roles. RACI stands for responsible, accountable, consulted, and informed. The RACI brings clarity to not only who is responsible for completing an activity, deliverable, or task, but who should be kept informed of its progress or consulted for questions. The RACI will likely include additional project stakeholders who may not be on the project team.

2. Set expectations

At the beginning of a project, it’s key for the project manager to set expectations with their team. PMs should share what can be expected of them as the project leader; they should also share what their expectations are of their team members.

For example, when serving as PM, I have shared with project team members that they can expect me to do what I say I will do, communicate relevant information to them in a timely manner, respect their time, remove obstacles for the team, and manage leadership expectations appropriately. In turn, I ask project team members to do what they say they will do…or communicate otherwise. Other expectations may be to show up to meetings on time and be fully present, escalate issues that I can help with, and show respect to fellow team members.

Establish team norms as a group.

3. Involve the team in schedule development

It is imperative that project team members participate in project schedule development. Though there may be some hard project deadlines determined by a customer or a senior leader, it’s key that the team be involved in fleshing out the work that needs to be done to accomplish the project goals as well as the estimates for the time it will take. The project manager cannot create a project schedule in a dark room on their own. Without involving the project team in this process, the PM may forget key activities, under- or overestimate the amount of time it takes to get something done, miss certain task dependencies, and most importantly, isolate their team members if they are not incorporated in the process. They are the experts in their individual swim lanes. Treat them as such. There should be an agreed upon baseline schedule with committed resources in order to set the project up for success.

4. Establish a team culture of communication and trust

It’s the project manager’s job to establish a team environment that encourages open communication and trust. Regardless of the organization’s environment, the PM gets to establish their own project team culture. Are the team members invited to provide feedback on project processes? Is participation encouraged by all team members in important discussions? Great project management also entails great facilitation…of meetings and of conversations.

5. Manage conflict in a timely manner

Internal team conflicts can arise and it’s important for the project manager to be mindful of the team dynamics and conflicts.  Conflicts should be resolved quickly. The nature of the conflict will dictate how it should be resolved. It could involve one-on-one conversations with team members or a group discussion with individuals involved in the conflict. It could involve a problem-solving discussion around how to address a bump in the road with the solution being developed. The important thing is to not let conflict linger and to resolve issues in a timely and respectful manner. Also, ensure that there is a process for team members to escalate problems to the PM and for the PM to escalate issues to senior management/project sponsors as appropriate.

6. Incorporate team building throughout the project

Project managers should look for ways to unify the team. The more collaborative and cohesive the team is, the more likely your project will be a success. In addition, everyone will have more fun in the process!  From project start through project closure, look for opportunities for team building. This is important for both virtual/co-located teams as well as teams that get to meet in person on a regular basis.  When it comes to team building, think outside of the box. Twenty years ago, team building may have looked like a group bowling event or a team happy hour at a local pub. Remember that teams are often made up of a diverse set of people with wide interests and personalities. Team building may look like an in-person lessons learned session with a catered lunch at the end of the project.  Team building could look like a practice of having team members share an “atta boy” with a fellow team member during project team meetings. Team building could also look like a team lunch (virtual or otherwise) where team members get to know each other outside of the work environment.

7. Give feedback 

The PM needs to be sure to provide feedback – both positive and “constructive”– to team members throughout the project. When a team member does something well, offer them kudos (either publicly or privately, based on their personality) and show appreciation. Also, when a team member is failing in an area, be honest and have a discussion (in private) and provide feedback. Try to understand “the why”.  Was a promised deliverable late because the team member didn’t have clear guidance? Were they overcommitted on multiple projects and just ran out of bandwidth? Do they not have the skills needed for the task? Before assuming the worst, understand the why and talk to the team member. Help resolve the issue. Do not sweep project issues under a rug.

8. Remember that team members are people

A final tip for team management – remember that team members are people. We all have personal lives outside of work and sometimes personal issues impact one’s performance at work. Be aware of team members’ (relevant) problems through informal communications. Team members are not machines. Though it’s important to hold team members accountable for their work, it’s also important to show grace.

As you plan and lead your next project, keep in mind the human side of project management. Doing so can set your project up for success and make the process much more enjoyable for all!

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