The performance rating of project team members should primarily reference the agreed-upon key performance indicators (KPIs). KPIs are quantifiable measures that are established at the beginning of the project to evaluate the success of the project and the contribution of team members towards achieving project objectives. This approach ensures that the assessment is objective and based on predefined criteria, rather than subjective opinions or inputs.
: = The importance of using KPIs for performance assessments is supported by project management and business analysis standards, which advocate for measurable and objective criteria in evaluating team performance12.

The project manager should address the team member's concerns by using a problem-solving approach, which involves identifying the root cause of the conflict, generating and evaluating alternative solutions, and implementing the best option. The project manager should set up a discussion with the team lead and the team member to facilitate open and honest communication, listen to both sides of the story, and help them reach a mutually acceptable resolution. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle. References:
* PMBOK Guide 7th Edition, page 133
* Agile Practice Guide, page 48
* PMI Talent Triangle 1

According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23. References:
* 1: PMBOK Guide, 6th edition, page 377
* 2: PMBOK Guide, 6th edition, page 378
* 3: PMBOK Guide, 6th edition, page 379

The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, and performance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team's ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.
Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members' skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders.
1: PMBOK Guide, 7th edition, pages 96-97.