Resource and Team Management
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Resources
Resources include people, equipment, facilities, materials, software, and money. Plan which are needed, when, and in what quantity, and identify conflicts early. A resource histogram shows demand over time, and resource leveling adjusts the schedule to avoid overloading people or equipment, which may extend the schedule.
Building a Team
Tuckman (1965; Tuckman & Jensen, 1977) described five stages of group development:
| Stage | What happens | Leader's task |
| Forming | Members meet; roles unclear | Provide direction and clarity |
| Storming | Conflict about roles and methods | Manage conflict constructively |
| Norming | Agreement on how to work | Reinforce norms |
| Performing | Effective collaboration | Delegate and get out of the way |
| Adjourning | The project ends | Recognize achievements and capture lessons |
What Makes Teams Effective
Edmondson (1999) found that teams learn and perform better when members feel psychologically safe, meaning they can speak up, ask questions, and admit mistakes without fear of embarrassment. Lencioni (2002) describes common dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. The PMBOK Guide's eighth edition lists building an empowered culture as one of its six principles (Scanme, n.d.).
Team Agreements
At the start, agree on a team charter: goals, roles, decision-making rules, meeting rhythm, communication tools, how conflict will be handled, and what happens if someone does not deliver. This is especially important for student teams, where members may have equal status and no formal authority over one another.
Delegation and Motivation
Delegate outcomes, not just tasks. Give clear expectations, the authority and resources to do the job, a deadline, and a way to check progress. People are usually motivated by meaningful work, autonomy, mastery, recognition, and fair treatment.
Managing Conflict
Conflict is normal. Techniques include collaborating (finding a solution that meets both sides' needs), compromising, accommodating, competing, and avoiding, each of which suits some situations. Fisher and Ury (2011) advise separating people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and using objective criteria.
Team Problems in Student Projects
| Problem | Remedy |
| A member does not contribute | Raise it early; refer to the team agreement; involve the supervisor if needed |
| Unequal skills | Pair people; assign tasks that develop skills |
| Time-zone or schedule problems | Use asynchronous tools and a shared calendar |
| Disagreement on direction | Return to the objectives and decision rules |
| Credit for work | Record contributions (for example with the CRediT taxonomy) |
Virtual and Diverse Teams
Online collaboration is routine. Use shared documents, agreed response times, and regular video meetings. Diverse teams bring wider perspectives, but they need explicit communication norms and respect for different working styles.
Your Own Wellbeing
A project manager who is exhausted is a risk to the project. Plan rest, protect sleep, and use institutional support services. Sustainable pace is a principle in agile methods (Beck et al., 2001), and an explicit risk in long projects such as a doctorate.
CHAPTER 10