Domain 1 · People Task 03

Support Team Performance

Hỗ trợ Hiệu suất Đội nhóm

Đánh giá, phản hồi và cải thiện hiệu suất cá nhân và nhóm thông qua coaching, feedback xây dựng và kế hoạch phát triển cá nhân.

📖 Lý thuyết / Theory

🇺🇸 English

Supporting team performance means creating conditions for the team to succeed — not just measuring and judging. PM responsibilities include: providing feedback, removing obstacles, recognizing achievements, developing team skills, and resolving issues that affect performance.

Key distinction: PM supports individual performance; HR manages formal performance evaluations. PM's role is more about coaching and enablement.

Reference: PMI — Coaching Teams to Performance

🇻🇳 Tiếng Việt

Hỗ trợ hiệu suất nhóm có nghĩa là tạo điều kiện để team thành công — không chỉ đo lường và phán xét. Trách nhiệm PM: cung cấp phản hồi, loại bỏ trở ngại, ghi nhận thành tích, phát triển kỹ năng team, và giải quyết các vấn đề ảnh hưởng đến hiệu suất.

Phân biệt quan trọng: PM hỗ trợ hiệu suất cá nhân; HR quản lý đánh giá hiệu suất chính thức. Vai trò PM thiên về coaching và tạo điều kiện.

💬 SBI Feedback Framework

🇺🇸 English

Situation-Behavior-Impact (SBI) is the most effective feedback model for giving specific, actionable feedback without blame.

  • S — Situation: Describe the specific context ("During yesterday's sprint review...")
  • B — Behavior: Describe the observable behavior, not interpretation ("You interrupted the stakeholder three times...")
  • I — Impact: Describe the impact ("...which made the stakeholder feel unheard and extended the meeting by 30 minutes")
🇻🇳 Tiếng Việt

Situation-Behavior-Impact (SBI) là mô hình feedback hiệu quả nhất để đưa ra phản hồi cụ thể, có thể hành động được mà không đổ lỗi.

  • S — Tình huống: Mô tả bối cảnh cụ thể ("Trong sprint review hôm qua...")
  • B — Hành vi: Mô tả hành vi có thể quan sát được, không phải diễn giải ("Bạn đã ngắt lời stakeholder ba lần...")
  • I — Tác động: Mô tả tác động ("...khiến stakeholder cảm thấy không được lắng nghe và kéo dài cuộc họp thêm 30 phút")

🔧 Công cụ / Tools

Individual Development Plan (IDP) Template

Individual Development Plan
Name: Team Member A Role: Backend Developer Review Period: Q2 2026 (Apr–Jun) Manager: Engineering Manager ── CURRENT STRENGTHS ─────────────────────────────── • Strong in Go microservices development • Good code review quality • Reliable delivery on feature work ── DEVELOPMENT AREAS ─────────────────────────────── • System design / architecture thinking • Communication with non-technical stakeholders • Test coverage consistency ── GOALS (SMART) ──────────────────────────────────── Goal 1: Lead design of 1 major component for Project Alpha by June 30 Goal 2: Present technical solution to Bank Partner A in May sprint review Goal 3: Achieve >80% test coverage on new features from May 1 ── SUPPORT NEEDED ─────────────────────────────────── • Pair with Senior Architect for 2 sessions on system design • Shadow PM in stakeholder meetings (May) • Budget for system design course on Udemy ── CHECK-IN DATES ─────────────────────────────────── Bi-weekly 1:1s | Mid-quarter review: May 15 | EOQ: June 30

💼 Thực chiến / Scenario

🏢

FinTech Company X — Supporting Underperforming Developer

Tình huống: Một developer trong team Project Alpha liên tục miss sprint commitments. Velocity của team bị ảnh hưởng. Các thành viên khác bắt đầu frustrated.

PM/EM action (PMI way):

1. Private meeting: Gặp riêng developer, không blame. Dùng SBI: "Trong 3 sprint vừa qua (S), tôi nhận thấy bạn estimate 5 điểm nhưng chỉ complete 2 điểm mỗi sprint (B), điều này ảnh hưởng đến velocity và các thành viên khác phải compensate (I)."

2. Understand root cause: Hỏi open questions. Có thể: task không rõ ràng? Technical blocker? Personal issue? Skill gap? Mỗi nguyên nhân có giải pháp khác nhau.

3. Create IDP: Cùng xây dựng kế hoạch cải thiện với goal cụ thể, timeline, và support cần thiết.

4. Follow up: Check in bi-weekly, adjust plan nếu cần. Document progress.

✏️ Practice Questions

Question 1
A team member is consistently delivering work late. After speaking privately, you discover they lack the technical skills required. What should the PM do NEXT?
  • A. Remove them from the project immediately
  • B. Inform HR for formal performance review
  • C. Work with them to create a development plan with training and mentoring support
  • D. Reassign their tasks to other team members
✅ Answer: C — The PMI approach is to support the team member's development. Creating a development plan with training addresses the root cause. Removal (A) is premature. HR escalation (B) skips the PM's role in coaching. Reassignment (D) is a short-term band-aid that doesn't develop the person.
Question 2
A developer on your team has been missing sprint commitments for 3 weeks. What should the PM do FIRST?
  • A. Escalate to HR immediately
  • B. Have a private 1:1 to understand root cause and give SBI-based feedback
  • C. Assign fewer tasks to reduce pressure
  • D. Discuss performance issues in team retrospective
✅ Answer: B — The FIRST action is always to understand root cause before acting. A private 1:1 using the SBI model addresses the performance gap directly and respectfully. HR escalation (A) is premature — that comes only after coaching efforts fail. Reducing tasks (C) avoids the conversation. Discussing in a retrospective (D) is inappropriate for individual performance issues — never discuss personal performance problems in group settings.
Question 3
According to the SBI model, which feedback statement is MOST effective?
  • A. "You always make mistakes in your code reviews"
  • B. "In yesterday's sprint review (S), when you demonstrated the API without error handling (B), the partner rep lost confidence in our delivery quality (I)"
  • C. "Your performance needs to improve"
  • D. "The team feels your work quality is below standard"
✅ Answer: B — Option B is the only statement that uses all three SBI components: Situation (yesterday's sprint review), Behavior (demonstrated API without error handling — an observable action), and Impact (partner rep lost confidence). Option A uses "always" — a generalization that triggers defensiveness. Options C and D are vague and unactionable with no specific behavior or situation described.

🔧 Performance Improvement Tracking

Performance Improvement Tracking
── TRACKING SHEET ────────────────────────────────────────────────────── Week | Issue Observed | SBI Feedback Given | Team Member Response | Agreed Action | Follow-up Date | Status ───────────────────────────────────────────────────────────────────────── Wk 1 | Sprint 7: missed 3 of 5 committed stories; no early flag to team | S: Sprint 7 planning & review / B: committed 5pts, delivered 2pts without flagging blockers / I: team had to re-plan last day, partner demo delayed | Acknowledged; cited unclear AC on Story #42 and unexpected API schema change | 1) Clarify AC before committing; 2) Raise blockers in daily standup same day | 2026-05-14 | 🔄 Monitoring Wk 2 | Sprint 8: delivered 4 of 5 stories; flagged 1 blocker on Day 3 — improvement noted | S: Sprint 8 daily standup Day 3 / B: proactively flagged Bank Partner A API timeout as blocker / I: team rerouted work immediately, no velocity loss | Positive — noted confidence increased with clearer AC template | Continue early flagging; target 5/5 next sprint; EM to pair on remaining Story #51 | 2026-05-21 | ✅ Improving

🤖 AI Tools for PMs

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How AI Augments This Process

AI helps PMs structure performance conversations, draft improvement plans, and generate coaching frameworks tailored to individual team members' development stage.

Sample Claude Prompts

Performance feedback drafting I need to give performance feedback to [team member / role]. Observation (Situation-Behavior-Impact): Situation: [when / context] Behavior: [specific observable behavior — not interpretation] Impact: [effect on project, team, or deliverable] Type of feedback: [ ] Positive reinforcement [ ] Constructive [ ] Critical/urgent Draft feedback that: 1. Opens with acknowledgment (not sugar-coating) 2. States the observed behavior specifically (no vague language) 3. Explains the impact clearly 4. Asks for the person's perspective 5. Offers support / suggests improvement 6. Closes with a forward commitment Keep it under 200 words, suitable for a 1-on-1 verbal delivery.
Performance improvement plan (PIP) draft I need to create a Performance Improvement Plan for a team member. Role: [title] Core issue: [what performance gap exists — specific, measurable] Duration: [how long has this been a pattern] Previous conversations: [what has already been discussed] Expected standard: [what "meets expectations" looks like] Support available: [training, mentoring, tools] Timeline: [PIP duration — typically 30/60/90 days] Draft a PIP with: 1. Clear, measurable performance expectations (SMART goals) 2. Weekly check-in milestones 3. Support commitments from PM/org 4. Consequences if not met (without being threatening) 5. Success criteria to exit the PIP Tone: professional, direct, supportive — not punitive.
Low performer root cause analysis A team member is underperforming. Before jumping to a PIP, help me diagnose the root cause. Symptoms: [what I'm observing — missed deadlines, poor quality, disengagement] Tenure: [how long in role / on team] Recent changes: [any context — team changes, personal issues, role changes] Their self-assessment: [what they've said in 1-on-1s] My hypothesis: [what I think the root cause is] Analyze the likely root cause from these angles: 1. Skill gap (can't do it) 2. Will gap (won't do it) 3. Clarity gap (doesn't know what's expected) 4. System gap (environment/tools/dependencies blocking them) For each likely root cause, suggest a targeted intervention.

Jira / Confluence Template

Confluence — Performance Coaching Log
── CONFLUENCE: PERFORMANCE COACHING LOG ───────────────── Team Member: [Name] | Role: [title] Period: [Q1 2026 / Sprint 1-6 / etc.] PM: [Your name] ── DEVELOPMENT GOALS ───────────────────────────────────── Goal 1: [specific skill / behavior / outcome] Measure: [how we'll know it's achieved] Timeline: [target date] Status: [ ] Not started [ ] In progress [ ] Achieved ── COACHING SESSIONS ───────────────────────────────────── [YYYY-MM-DD] Topic: [what was discussed] Observation: [specific behavior observed] Feedback given: [SBI summary] Commitment made: [what they agreed to do] My support: [what I committed to provide] ── PERFORMANCE TREND ───────────────────────────────────── Overall trend: [ ] Improving [ ] Stable [ ] Declining Next review: [YYYY-MM-DD] Escalation needed: [ ] Yes — HR involved [ ] No
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