Managing Team Performance:

Overview
 Definition and Importance of Teams
 Types of Teams and Implications
for PM
 Purposes and Challenges of Team
PM
 Including Team Performance in the
PM System
 Rewarding Team Performance
 Definition of Team
Two or more people
• Interact
 Dynamically
 Independently

• Share common and valued

 Goal, Objective or Mission
 Importance of Teams
 Increased pressure, including
global competition
 Flexibility in flatter
organizations
 Complexity of products and
services
 Rapidly changing business
environments
 Performance Management &
 PM systemsTeams
should target:
• Individual performance
• Individual’s contribution to team
performance
• Performance of entire team
General principles of PM relating to
teams
1. Design and implement best
system possible
2. Consider dangers of poorly
implemented system
 Managing for Improved Team

Performance
Don’t limit team processes with
other task or organizational
requirements
 Provide good team design and
organizational support
 Give feedback only on processes
that the team members can
control
 Types of Teams
 Classified by
• Complexity of task
• Membership
configuration
Complexity of Task ranges from:
 Routine
• Well defined
• Few deviations in how work is done
• Outcomes easily assessed
- to -
 Non-routine
• Not defined well
• No clear specifications on how to do
the work
• Outcomes are long term and difficult
to assess
Membership Configuration includes
 Length of time team expects to
work together
 Stability of team membership

Static
Dynamic
 Types of Teams Based on
Membership Configuration and Task
Complexity
Dynamic ° Network
Teams

Membership ° Project
Teams
Configuration
Static ° Work and
Service Teams

Routine Non -Routine

Task Complexity
 Types of Teams
 Work or Service Teams
 Project Teams
 Network Teams
 Work or Service Teams
 Intact
 Routine tasks
 Share similar skill sets
 Project Teams
 Assembled for specific purpose
 Tasks outside core product or
service
 Members from different functional
areas
 Network Teams
 Membership not constrained by
• Time or space
• Organizational boundaries
 Teams may include
• Temporary or full-time workers
• Customers
• Vendors
• Consultants
 Work is extremely non-routine
Examples of PM Approaches by Type
 Type of Team
of Team
 Type of PM

Approach
• Work & Service • Peer ratings
Team
• Ongoing
• Project Team measurements

• Network Team • Development of

competencies
 Purposes of Team PM
 Traditional goals of any PM System
 Specific to Team performance:
• Make all team members accountable
• Motivate all team members to have a stake
in team performance
 Challenges of Team PM
 How do we assess relative
individual contribution?
 How do we balance individual
and team performance?
 How do we identify individual and
team measures of performance?
6 Basic Principles for Designing a PM
System
Make sure your team is really
That Includes Team Performance
1. a team.
2. Make the investment to measure.
3. Define measurement goals clearly.
4. Use a multi-method approach to
measurement.
5. Focus on process as well as outcomes.
6. Measure long-term changes.
Performance Management Process (Overview/Review)

Performance
Prerequisites
Planning

Performance
Execution

Performance
Performance
Renewal and
Assessment
Re-contracting Performance
Review
 Prerequisites
 Knowledge of mission
• Organization
• Team
 Knowledge of job to be
performed by the team, including
KSAs
 Prerequisites
KSAs needed for most teams:
• Task
• Contextual
 Communication
 Decision-making
 Collaboration
 Team leadership
 Self-control
 Performance Planning
 Results expected of the team
 Behaviors expected of team
members
 Developmental objectives to be
achieved by team and its members
 Performance Execution
Team responsibilities
1. Commit to goal achievement
2. Seek feedback from
• Each other
• Supervisor
3. Communicate openly &
regularly
4. Conduct regular & realistic
peer-appraisals
 Performance Execution
Supervisor responsibilities
1. Observe and document
• Team performance
• Relative contribution of team
members
2. Update team on any changes in
goals of the organization
3. Provide resources & reinforcement
 Performance Assessment
Types of Assessments
 Self-appraisals
 Peer evaluations
 Supervisor evaluation
 Outsider appraisals (if appropriate)
 Performance Assessment
Kinds of Performance to be
Assessed
 Individual task performance
 Individual contextual
performance
 Team performance
Dimensions of Team Performance to
Assess:
 Effectiveness
 Efficiency
 Learning and growth
 Team member satisfaction
 Performance Review
 Two meetings with supervisor or
review board
• Team meeting
• Individual meeting
 Emphasis on past, present and
future
 Team Meeting
 Discuss overall team
• Performance
• Results
 Information comes from:
• Team members
• Other teams/outsiders
• Supervisor’s evaluation
 Individual Meeting
 Discuss how individual behavior
contributed to team performance
 Information comes from:
• Self-appraisal
• Peer ratings
• Supervisor’s evaluation
 Performance Renewal and Re-
Contracting
 Make adjustments to performance
plan
 Include plan for individual
performance as it affects team
functioning
Making Team-based Rewards Effective
 All employees should be eligible
 Rewards should be
• Visible
• Contingent
• Reversible
 Avoid factors which cause reward
systems to fail
 Consider variable pay systems (in
addition to individual bonuses)
 Quick Review
 Definition and Importance of
Teams
 Types of Teams and Implications
for PM
 Purposes and Challenges of Team
PM
 Including Team Performance in
the PM System
 Rewarding Team Performance