For a service integration project transitioning technology management services from Company A to Company B, the team will include members from both companies who are globally dispersed and have varied technical backgrounds and work approaches. How should the project manager build a cohesive, high-performing team?

The correct answer emphasizes a proactive and strategic approach to team building. By reviewing team members' skills and understanding how they can integrate, the project manager can identify potential synergies, address gaps, and foster collaboration among a diverse, globally dispersed team. This foundational understanding is crucial for building a cohesive, high-performing team on a complex service integration project. Asking HR to arrange interviews is a recruitment activity, not a team-building strategy for an already identified team. Organizing multiple kick-off sessions by technology specialty might reinforce silos rather than promoting overall team cohesion. Asking for short biographies is a passive information-gathering technique that doesn't actively involve the project manager in strategically aligning skills for project success.