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9 - PROJECT HUMAN RESOURCE MANAGEMENT

9.3.2.4 Ground rules

Ground rules establish clear expectations regarding acceptable behavior by project team members. Early
commitment to clear guidelines decreases misunderstandings and increases productivity. Discussing ground rules
in areas such as code of conduct, communication, working together, or meeting etiquette allows team members to
discover values that are important to one another. All project team members share responsibility for enforcing the
rules once they are established.

9.3.2.5 colocation

Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team
members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary,
such as at strategically important times during the project, or for the entire project. Colocation strategies can
include a team meeting room (sometimes called “war room”), places to post schedules, and other conveniences 9
that enhance communication and a sense of community. While colocation is considered a good strategy, the use of
virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation
expenses and the proximity of team members to suppliers, customers, or other key stakeholders.

9.3.2.6 recognition and rewards

Part of the team development process involves recognizing and rewarding desirable behavior. The original plans
concerning ways in which to reward people are developed during the Plan Human Resource Management process.
It is important to recognize that a particular reward given to any individual will be effective only if it satisfies a
need which is valued by that individual. Award decisions are made, formally or informally, during the process of
managing the project team through project performance appraisals (Section 9.4.2.2). Cultural differences should
be considered when determining recognition and rewards.

People are motivated if they feel they are valued in the organization and this value is demonstrated by the
rewards given to them. Generally, money is viewed as a tangible aspect of any reward system, but intangible
rewards could be equally or even more effective. Most project team members are motivated by an opportunity to
grow, accomplish, and apply their professional skills to meet new challenges. A good strategy for project managers
is to give the team recognition throughout the life cycle of the project rather than waiting until the project is
completed.

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©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 277

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