In today’s world with some outsourcing component or the other, keeping the project teams motivated is a bit of challenge.  More so with the global nature of teams, virtual workers, time zones etc.  it becomes more complicated to keep teams motivated at all times.

There are tons of books, authors, speakers and lessons shared. But I would say, two key things are to make your team feel like you value them as individuals and ensure they understand how they are contributing to the success of the project and therefore the company. Regarding the latter I find people are more motivated when they understand the whys.

Help them see that their personal goals and ambitions are aligned with the business goals, including successful completion of the project.

A simple answer may be to ask the team! If you’ve got a healthy enough relationship with your team, ask them what motivates them, rather than making assumptions. You may not be able to promise that you can meet all their goals but at the very least, you’ll find out what motivates them and know where any gaps are.  Understand each team member and what is important to them
Communication, empowerment and involvement. If you don’t communicate effectively, then there is no team. Empower individuals, assign tasks/roles that stretch them and then fully involve them – do not cast them adrift. Encourage them to develop and engage with them in an open and professional manner.
The Team Leaders must try to understand the ideas and attitude of his staff members. If you are implementing mechanical work you must have activities to follow to prevent downtime. The Team leader must make sure that work plan is set for the time frame of activities.

My 2cents contribution: First I´d say that a good way to motivate is to make the team members to embrace the project as their own project, make the team to think they are doing something greater than deliver 1 item on the project but helping to achieve a greater goal

2nd there is nothing more powerful than a loud and proud THANK YOU or GREAT JOB. 🙂 Some organizations do not allow you to spend money ($) with recognition but PM can organize a meeting and publicly thank the resource for his/her great work and contribution it motivates the person to, at least, repeat the behavior.

Be on the same level with your team. And make your team members feel they are a part of the team and their efforts are acknowledged and appreciated.

After many years of leading PM Teams, even through acquisitions and mergers, the one thing I have found most important is “listen.” Listen to not only their direct business needs/issues but more importantly listen to (and HEAR) what other elements are driving their performances. This would undeniably include their lives outside of the workplace. “Lead with your heart…”\

Depends on individuals, culture, environmental factors. Tactical strategies for example it might be money for a North American contract of approved overtime, an Argentina full timer might be recognition with the team and their management (team lunch celebration), for India off shore might be their management escalation to assist in promotions. Project management global teams are more complex than traditional functional management as their reporting becomes matrix and rewards should be targeted to optimize ROI.

Have your stand up/morning meeting in different places, other than work to discuss what everyone is working on or what they need help with. I love to take them out for breakfast or coffee. It helps with the flow of conversation. Ask a new question every standup such as what do you think is working well at this coffee shop or breakfast place? Sometimes unconventional surrounds help a team member think of a different solution.
Acknowledgement of everyone is in the same boat and to get to shore we will all use each others strengths and weaknesses to make it.

If you want to motivate your team be motivated yourself. If the project and its objectives don’t motivate you it’s not likely you will motivate your team. If you’re motivated much of the rest will fall into place….you will be motivated to do many of the suggestions that have been offered in the other comments. You will most importantly want to be successful and for that to happen your team must be successful.

Frequently check with the team and see what their personal interests & goals are; try to align the project goals and objectives with theirs; you’ll see the change

Inject the feeling that you are one among them rather than you are their boss; most of the times, I’ve seen, motivates my team the most

Of course, keep appreciating them, just the 2 words ‘good job’ are enough; quite a few times

The best way to motivate a team is to explain the importance of the project and then involve them in as many decisions as possible. You should let them assist in calculating the durations for activities where they are the subject matter expert. They now have a time based goal that they help create and feel responsible for achieving for the good of the team.

First remember teams are built they are not formed by putting a number of people together and calling them a team.
Second get to know each member of the team and let them know who you are. I have a one page introduction (augmented by verbal expansion); that I use when I take the lead of a team or when I hire a new individual. The introduction tells them clearly what I expect from them and what they can expect from me. This sets the basis of our relationships and how we communicate. I give clear assignments with clear expectations and due dates. Everyone is treated equitably not the same. We build trust with a foundation based on ethics.

Over time I have found that over 90% of the team members rise to the expectations. Those that do not, find something else to do.

Celebrate the team’s accomplishments and do everything possible to set them up for success.
The theory of motivation is about as broad and deep as anyone would want to go. As much as Maslow’s hierarchy has had all kinds of reviews, I think it’s a good place to start. More recently I have begun to include the pursuit of Autonomy, Mastery and Purpose. For me personally, I try to use these 4 skills:

Speak confidently and accurately about the future in a way that creates meaning and purpose, because what people hear they talk about, what they talk about they come to believe and this shapes their future.

Think critically about the current situation. Never underestimate the magnitude of the change required to move from “as is” to the “to be”. Accurate perceptions are vital for effective communication and good decision making.

Act with integrity and enthusiasm. I can’t think of a better way of influencing people to volunteer their willing cooperation and active participation in a project.

Relate to others in a way that serves (without ego or selfish ambition). Relating this way sets an example for others to follow. Our measure of success is directly related to how effectively people work together.

Finally, there is no single answer to the question you’ve asked. The fact is, team dynamics and team members vary according to project, organization, and local cultural norms. So, I can’t give the one single thing that will be most effective, but I will add to the many excellent suggestions here, is to treat understanding and motivating the team as a critical success factor, meaning that it will require time, effort and thoughtful consideration to get right. Far too often, personal or team issues appear less of a priority than the technical management issues. But they are every bit as important, particularly early on in large projects. To that end, as Project Manager, it is important to set the frames of reference and structure up front, and as people become comfortable with the project and the team, give them opportunities to contribute, to lead and be heard. So 1) provide clear expectations, 2) get to know the team members, 3) demonstrate your leadership in protecting the team from distractions, 4) be proactive in checking on things, 5) allow the team to take ownership and lead on their own. That’s a good start…