Teams can be classified based on the complexity of the task (from routine to non-routine tasks) and membership configuration (from static to dynamic). Routine tasks are well defined; there are few deviations in how the work is done; and outcomes are easily assessed after the task has been completed. By contrast, nonroutine tasks are not defined well; there are no clear specifications about how to do the work; and outcomes are usually very long-term and difficult to assess.

Membership configuration includes how long the team is expected to work together and the stability of its membership. There are three main types of teams based on task complexity and membership configuration dimensions.

Work or service teams. These intact teams are engaged in routine tasks, including manufacturing or service tasks. An example is a group of people working at the assembly line who share a similar set of skills. Project teams. These teams are assembled for a specific purpose and are expected to disband as soon as their specific tasks have been completed. The tasks are outside the core production or service of the organization, and are therefore not as routine as those of service teams.

Network teams. These teams include members who are not limited by time or organizational boundaries. Usually, team members are geographically dispersed and stay in touch via telecommunications. They might include a combination of temporary and full-time workers, customers, vendors, and even consultants.

Team performance management must consider the type of team in question before performance measures are put in place. Different performance measurement methods are appropriate depending on the type of team being evaluated.