As a PM, my approach to the management of personal resources (both available workable hours and work collaboration) would be to employ a system that informs all employees of everyone’s general work schedule in addition to being physically present on site. By making this planned time off public, both management and employees can visually see planned vacations of employees and staff rotation schedules well in advance so the proper actions can be taken to avoid delays. These actions can include anything from temporarily switching around some employees jobs to hiring more staff if the issue requires a more long term solution. In this way, nobody is surprised about upcoming job role changes/ hires which allows for an informed and transparent work environment.

As for dealing with team development issues, I would employ a technique that is currently being used at my current job: being an on-site presence. Frequently, both the PM and the Sr. Product engineer make rounds on the production floor of the medical device plant I am working in talking to both upper-level management and staff alike. This gesture portrays a great deal of humility which serves to both make employees feel inclusive in the project plan and to identify any potential personal issues well before they arise. It does not take a great deal of time out of their busy schedule, but it can make all the difference in team development.