There is an assumption that Managing Human Resources (HR) is the same as Managing Working Teams, but the scope, the entities and the final results different and in a certain extent they are complementary. The HR department is responsible to build effective systems like HR planning, Reward system, Appraisal system, Career system, but the Project/Functional manager that has the Team Leader function has the key to create a high-performance team or to destroy a team, independently of the systems established by the HR department. Nevertheless, in the business world, many people are not hired via the official HR department, and even in the case that is does, the HR department usually doesn't do a full analysis of the integration of the social and personality of the candidate into the current team environment and team members profiles. Since usually the core business of a Project/Functional manager is not its own people, there is no priority in equipping the Project/Functional manager with a toolset to take out the best of its people to achieve successfully the targets set to its own core business. The purpose of this Thesis is to describe a method for the Project/Functional manager to use, both in industry or services, to start with a group of people and develop them towards a high-performance team to achieve excellent business results. The Define-Measure-Analyze-Improve-Control (DMAIC) model is part of the Six Sigma system, and its one of the methods that will allow the Project/Functional manager managing Team Excellence for the purpose of achieving business excellence. Team development by nature is a social and psychological subject, hence, we hardly can predict the outcome of the DMAIC model, but the replicability of the process of using the DMAIC model in the business is successfully demonstrated by some of the best companies of the World as General Electric, Motorola, Bayer, etc.