A highly skilled team resource received a job offer and is leaving the project soon. What should the project manager do to maintain project performance while a new team member is being onboarded?

Sharing project documents is a basic onboarding step but is insufficient on its own for a new member to gain the high-level skills and contextual knowledge of a highly skilled departing resource.

When a highly skilled team member leaves, the most effective way to maintain project performance is through proactive knowledge transfer. Offering cross-training from existing team members to others, and specifically mentoring the new team member, ensures that critical skills and institutional knowledge are passed on, minimizing the impact of the departure.

Motivating the new team member is generally important, but it doesn't directly address the technical skill gap or knowledge loss from the departing highly skilled resource and isn't the primary action for maintaining specific project performance during a transition.

Logging a risk (the departure itself is an issue or imminent issue) and working with the *new* team member to mitigate it is not the most effective strategy; mitigation for skill loss primarily involves existing team members transferring knowledge.