Study guide
2.3 Supporting Team Performance
Project Management Professional PMP
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1 Chapter 1: Introduction & Fundamentals
1.1 About the PMP Exam 1.2 What is a Project? 1.3 Project, Program & Portfolio Management 1.4 The Project Manager Role 1.5 PMBOK 7 Principles Overview 1.6 Performance Domains Overview 1.7 What Changed in the July 2026 PMP Exam
2 Chapter 2: People Domain Part 1
2.1 Managing Conflict 2.2 Leading a Team 2.3 Supporting Team Performance 2.4 Empowering Team Members 2.5 Training & Development 2.6 Building a Team 2.7 Removing Impediments
3 Chapter 3: People Domain Part 2
3.1 Negotiating Project Agreements 3.2 Collaborating with Stakeholders 3.3 Building Shared Understanding 3.4 Engaging Virtual Teams 3.5 Defining Team Ground Rules 3.6 Mentoring Stakeholders 3.7 Emotional Intelligence
4 Chapter 4: Process Domain - Planning
4.1 Determining Project Methodology 4.2 Integrating Project Planning 4.3 Planning & Managing Scope 4.4 Planning & Managing Schedule 4.5 Planning & Managing Budget 4.6 Planning & Managing Quality 4.7 Planning & Managing Resources 4.8 Planning & Managing Procurement
5 Chapter 5: Process Domain - Execution & Control
5.1 Executing with Urgency for Value 5.2 Managing Communications 5.3 Assessing & Managing Risks 5.4 Engaging Stakeholders 5.5 Managing Project Changes 5.6 Establishing Project Governance 5.7 Managing Project Issues 5.8 Managing Project Artifacts 5.9 Knowledge Transfer & Closure
6 Chapter 6: Business Environment Domain
6.1 Planning & Managing Compliance 6.2 Evaluating & Delivering Benefits 6.3 External Environment Changes 6.4 Supporting Organizational Change
7 Chapter 7: Agile & Hybrid Approaches
7.1 Agile Mindset & Values 7.2 Scrum Framework 7.3 Kanban & Lean 7.4 Extreme Programming (XP) 7.5 Hybrid Project Management 7.6 Agile Planning & Estimation 7.7 Agile Metrics & Tools
8 Chapter 8: Predictive (Waterfall) Approaches
8.1 Predictive Lifecycle 8.2 Scope Management 8.3 Schedule Management 8.4 Cost Management 8.5 Quality Management 8.6 Risk Management Process 8.7 Procurement & Contracts 8.8 Change Control
2.3 Supporting Team Performance
Key Takeaways Explain This Topic AI
The SBI (Situation-Behavior-Impact) model provides a structured approach for delivering clear, specific, and non-judgmental feedback
Maslow's Hierarchy of Needs suggests people must satisfy lower-level needs (physiological, safety) before pursuing higher needs (belonging, esteem, self-actualization)
Herzberg's Two-Factor Theory distinguishes between hygiene factors (prevent dissatisfaction) and motivators (create satisfaction)
McGregor's Theory X assumes workers dislike work and need control; Theory Y assumes workers are self-motivated and seek responsibility
- Regular performance conversations and coaching help team members grow and improve continuously
- Last updated: October 2026
Supporting team performance is essential for project success. The 2021 ECO listed this as People Task 3; the 2026 ECO folds it into People Task 3, "Lead the project team." It focuses on how project managers assess performance, provide effective feedback, coach team members, and apply motivational strategies. Understanding human motivation and feedback techniques helps create an environment where team members can thrive.
Performance Management
Effective performance management goes beyond annual reviews. It requires ongoing attention to team member development and regular feedback.
Performance Appraisal Approaches
- Approach Description Frequency
- Formal Reviews Structured evaluation against objectives Quarterly/Annual
- Continuous Feedback Ongoing performance conversations Daily/Weekly
- 360-Degree Feedback Input from peers, supervisors, and subordinates Periodic
- Self-Assessment Team member reflects on own performance As needed
- Retrospectives Team-level performance review (Agile) Each iteration
- Key Performance Metrics
- Quality of Work - Accuracy, completeness, adherence to standards
- Productivity - Volume of work completed
- Reliability - Meeting deadlines and commitments
- Collaboration - Working effectively with others
- Initiative - Proactively solving problems and improving processes
- The SBI Feedback Model
The Situation-Behavior-Impact (SBI) model, developed by the Center for Creative Leadership, provides a structured framework for delivering clear, specific feedback that reduces defensiveness and promotes understanding.
The Three Components
- Component Description Example
- Situation When and where the behavior occurred "In yesterday's sprint review..."
- Behavior Observable actions (not interpretations) "...you interrupted the stakeholder three times..."
Impact The effect on you, the team, or the project "...which made them hesitant to share feedback and may have hidden important concerns."
SBI in Practice
Constructive Feedback Example: "During Monday's team meeting (Situation), when you took over presenting Sarah's section without asking (Behavior), it appeared to undermine her credibility and she seemed discouraged for the rest of the meeting (Impact)."
Positive Feedback Example: "In yesterday's client presentation (Situation), the way you handled the difficult questions about timeline with clear data and calm explanations (Behavior) built trust with the client and they approved the change request on the spot (Impact)."
- Benefits of SBI
- Specific - Focuses on observable behaviors, not personality
- Non-Judgmental - Describes impact without labeling or blaming
- Actionable - Clear connection between behavior and consequences
- Reduces Defensiveness - Objective approach feels fairer
- Versatile - Works for both positive and constructive feedback
- Extended Model: SBI-I (Intent)
The SBI-I model adds Intent - asking about the person's motivation:
"I'd like to understand - what was your intention when you did that?"
This opens a coaching conversation about the gap between intent and impact.
Motivation Theories
Understanding what motivates people helps project managers create environments where team members are engaged and productive.
Maslow's Hierarchy of Needs
Abraham Maslow proposed that human needs form a hierarchy - people must satisfy lower-level needs before pursuing higher-level ones.
- Level Need Workplace Application
- 5. Self-Actualization Personal growth, reaching potential Challenging projects, creativity, autonomy
- 4. Esteem Recognition, respect, achievement Awards, promotions, public acknowledgment
- 3. Social/Belonging Relationships, team membership Team activities, collaboration, inclusion
- 2. Safety Security, stability, protection Job security, clear policies, safe environment
- 1. Physiological Basic needs: food, water, rest Adequate pay, breaks, comfortable workspace
- Application to Project Management
- Ensure basic needs are met before expecting high performance
- Recognize that team members may be at different levels
- Address safety concerns (job security, clear expectations) before pushing for innovation
- Create belonging through team-building and inclusive practices
- Provide recognition and challenging work for those seeking growth
- Herzberg's Two-Factor Theory
Frederick Herzberg's research identified two distinct types of factors affecting job satisfaction:
The Two Factors
- Factor Type Also Called Effect
- Hygiene Factors Maintenance Factors Prevent dissatisfaction but don't create satisfaction
- Motivators Satisfiers Create satisfaction and motivation
- Hygiene Factors (Extrinsic)
- Factor Examples
- Company Policy Fair procedures, reasonable rules
- Supervision Competent, fair management
- Working Conditions Safe, comfortable environment
- Salary Competitive compensation
- Job Security Stable employment
- Relationships Positive peer and supervisor relations
Key Insight: Improving hygiene factors removes dissatisfaction but doesn't create motivation. Employees won't complain, but they won't be enthusiastic either.
Motivators (Intrinsic)
- Factor Examples
- Achievement Completing challenging work successfully
- Recognition Acknowledgment of contributions
- Work Itself Interesting, meaningful tasks
- Responsibility Ownership of outcomes
- Advancement Promotion and career growth
- Growth Learning and skill development
Key Insight: The opposite of satisfaction is not dissatisfaction - it's "no satisfaction." Similarly, the opposite of dissatisfaction is "no dissatisfaction."
- Application to Project Management
- Address hygiene factors to prevent complaints and turnover
- Focus on motivators to drive engagement and performance
- Provide meaningful work, recognition, and growth opportunities
- Ensure fair policies and adequate compensation as a baseline
- McGregor's Theory X and Theory Y
Douglas McGregor described two contrasting assumptions managers hold about workers:
Theory X Assumptions
Managers who believe Theory X assume:
- People inherently dislike work and avoid it when possible
- Workers must be coerced, controlled, directed, or threatened
- Most people prefer to be directed and avoid responsibility
- Security is the primary motivator
- Management Style: Authoritarian, close supervision, external controls
- Theory Y Assumptions
Managers who believe Theory Y assume:
- Work is as natural as play or rest
- People will exercise self-direction and self-control
- Commitment comes from rewards associated with achievement
- People seek and accept responsibility
- Creativity and ingenuity are widely distributed
- Management Style: Participative, delegative, trust-based
- Connection to Other Theories
- Theory Y aligns with Maslow's higher-level needs (esteem, self-actualization)
- Theory Y aligns with Herzberg's motivators (achievement, responsibility, growth)
- Theory Y supports servant leadership and empowerment
- Application to Project Management
- Examine your own assumptions about team members
- Theory Y approaches generally produce better results in knowledge work
- Match your management style to individual team members
- Create conditions for self-motivation rather than relying on control
- Coaching and Development
Beyond feedback, project managers should actively coach team members:
Coaching Best Practices
- Practice Description
- Ask, Don't Tell Use questions to help team members discover solutions
- Listen Actively Give full attention, reflect understanding
- Focus on Growth Emphasize development over criticism
- Set Clear Goals Establish specific, measurable objectives
- Follow Up Check progress and provide ongoing support
- The GROW Model for Coaching
- Step Focus Example Questions
- Goal What do you want to achieve? "What would success look like?"
- Reality What is the current situation? "What have you tried so far?"
- Options What could you do? "What alternatives do you see?"
- Will What will you do? "What's your next step?"
- Key Points for the PMP Exam
- Use SBI (Situation-Behavior-Impact) for clear, specific feedback
- Maslow's Hierarchy - lower needs must be satisfied first
- Herzberg - hygiene factors prevent dissatisfaction; motivators create satisfaction
- McGregor - Theory Y assumptions lead to more empowering management
- Coaching focuses on asking questions, not providing all answers