A project manager is assigned to an organizational transformation project. The company typically defines individual performance plans at the beginning of the year, and functional managers conduct feedback reviews at the end of the year. The transformation project team members are concerned that the work they are doing for this project is not aligned with the work included in their individual performance plan for the year.What should the project manager do?

While taking responsibility for the performance plans might seem beneficial, it is not practical or appropriate for a project manager to take over this function. Performance plans are typically the domain of functional managers, and assuming this responsibility could create confusion and disrupt established processes within the organization.

Providing feedback at the end of the year does not address the immediate concerns of the team members regarding alignment with their performance plans. It also places the project manager in a reactive position rather than proactively ensuring that project work is recognized and valued in real-time.

While reassuring team members is important, this response lacks concrete action. Simply providing assurance without alignment with functional managers does not create the necessary framework for how their project work will impact their evaluations, leaving team members uncertain about their performance outcomes.