❑ Build a Team

❑ Define Team Ground Rules

❑ Negotiate Project Agreements
❑ Empower Team Members and
Creating A High- Stakeholders
Performing Team ❑ Train Team Members and Stakeholders
❑ Engage and Support Virtual Teams
❑ Build a Shared Understanding of the
Project

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.1
M-1.1
 Build a Team
Domain: People
ECO: Task# 6
Enablers:
▪ Appraise stakeholder skills
▪ Deduce project resource requirements
▪ Continuously assess and refresh team skills to
meet project needs
▪ Maintain team and knowledge transfer

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.2
M-1.2
 Build a Team

❑ Projects are people-driven, not process driven

❑ So, building a team is crucial in project

management

❑ With an effective and efficient team, the project

will be successful

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Project Teams

❑ A set of individuals who supports the project manager cultures, languages, gender, experience, and personality
in performing the work of the project to achieve its
❑ The team will be motivated via trust and decision-
objectives
making authority
❑ Improve team performance through effective
communication, talent development capabilities,

feedback, removing impediments, resolving problems,

issues, or conflicts, participating in decision-making

❑ Estimate the team, acquire the team, and manage the

team

❑ Diversified teams such as different countries,

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Project Stakeholders

❑ Stakeholders are people, groups of people, or

Sponsor &
organizations that may affect (positively or Executives

negatively) a decision, activity, or outcome of a Other

stakeholders Team
(Advisors, members
project, program, or portfolio or vice versa. SME, etc.)

❑ Every project has its stakeholders, irrespective Stakeholders

of its context, size, and objective
Customers & Organization
❑ Stakeholders can be external and internal Users al groups

Business
representatives

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Resource Management Plan

❑ It is a component of the project management ➢ Roles and Responsibilities – what they will be
doing
plan that describes how project resources are
➢ Project organization chart – who reports to
acquired, allocated, monitored, and controlled whom

❑ This subsidiary plan includes; ➢ Team development – Methods for

developing a team
➢ Competencies- What skills and capacities are
➢ Training – Strategies and requirements
required
➢ Resource management – Schedules and
➢ Identifications of resources – Which people
direction on how people will be engaged,
➢ are being requested managed, and eventually released.
➢ Acquisition of resources - How they will be ➢ Methods of ensuring the availability of
found and assigned to the project physical resources and how to do inventory,
equipment, and supplies

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Roles & Responsibilities

❑ Successful projects are usually the result of Responsibility Authority

Role
careful planning and the talent and collaboration (assigned (power)
(function) duties)
of a project team

❑ Projects can’t move forward without the talent Competency

Reporting
(skills and
and collaboration of key team members capacity)

❑ Some of the important roles in the project are

project manager, project team member, project
sponsor, business stakeholders, and business
analyst, and other teams for doing the work

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
RAM & RACI Chart

❑ Responsibility assignment matrix (RAM) is a grid

R-
that shows the project resources assigned to each Responsible

work package. Example- RACI chart

Person A-
Accountable
Activity
Project Customer End- Project Project
sponsor user Manager Team

Development of project A I I R C
delivery plan C - Consulted

Delivery of project outcome C I I AR C

Achievement of the project C I I AR A

objective I - Informed

Manage project risk I - - AR C

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Appraise Stakeholder Skills

❑ The objective of the stakeholder appraisal is to ❑ Ability tests – it’s common in the recruitment
assess the skills needed to deliver the project process
outcome
❑ Focus groups – collective reviews of what and
❑ Team appraisal systems should evaluate every team how to do
member on an equal basis

❑ Techniques used in team appraisals:

❑ Structured interviews – skills assessment

❑ Attitudinal surveys – surveys for obtaining

mindset and attitude

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Project Organization Chart

Project Sponsor

❑ It is a visual diagram of the team and its reporting

relationships for a specific project
PMO Steering committee
❑ Whom to include:

➢Project sponsor
➢The other people on the steering group Project Manager
➢ Project manager
➢The people you speak to daily about the project
(department heads)
Supplier
Team Leader Project Manager

➢The people carrying out project tasks (doers)

TBD

Staff

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Training Plan

❑ Team members may need the training to perform

on the project or to enhance their performance.

❑ Management/technical skills: If project team

members lack the necessary management or
technical skills, such skills can be developed as
part of the project work.

❑ Training methods - classroom, online, computer-

based, on-the-job training from another project
team member, mentoring, and coaching

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Recognition Plan

❑ Project manager provides recognition and

rewards based on the team or individual team
members' work.

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Colocation

❑ Colocation (tight matrix) is the concept of placing communication for every stakeholder of the
all resources of a project within a single location project.
so that they can easily share ideas, expertise, and
work to produce exceptional products.

❑ It is strategically important during the

implementation of the project so that all
resources are located in the same location.

❑ Examples of collocation strategies include

meeting rooms, bulletin boards near the vicinity
as well as other things to enhance the

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Virtual Teams

❑ Virtual (remote) teams are groups of workers who ❑ Since face-to-face communication is effective, the
communicate and work together using digital virtual teams can be collocated for important
tools. events in the project

❑ Virtual teams are often distributed, working ❑ Collaboration tools can be used for an effective
remotely in different parts of the city, state, or virtual team meet
country—even on the other side of the world!

❑ The globalization of projects has promoted the

need for virtual teams

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Define Team
Ground Rules
Domain: People
ECO: Task#12

Enablers:
▪ Communicate organizational principles with
the team and external stakeholders
▪ Establish an environment that fosters
adherence to the ground rules
▪ Manage and rectify ground rule violations

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.15
M-1.15
 Ground Rules & Team Norms

❑ Ground rules are clear agreements on how the ❑ Examples of team norms are:
team behaves as part of the team
➢ Meeting guidelines
❑ Ground rules help to have clarity and avoid
➢ Communications guidelines
confusion on expectations
➢ Conflict management guidelines
❑ Team norms of expected behavior (operating
➢ Decision-making guidelines
guidelines) can be established at the beginning of the
project ➢ Shared values (trust, mutual respect,
operating from fact, not opinion)

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Code of Ethics

❑ A code of ethics is a set of guiding principles for holders, and certification applicants must comply
professionals and organizations to help with the Code.
them conduct business in a fair and honest manner
❑ PMI’s Code of Ethics and Professional Conduct
applies to the practice of project management
❑ All PMI members, volunteers, certification

Responsibility Respect Fairness Honest

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Team Charter

❑ Team charter is a document that contains ground ➢ Communications (follow face-face for
rules, team norms, and shared values for the team. effectiveness)

❑ It is particularly useful on virtual teams and teams ➢ Decision-making process(use the voting
that are comprised of members from different technique for obtaining a majority)
organizations ➢ Conflict resolution process (when a conflict will
❑ A team charter includes: be escalated)
➢ Shared values (respect everyone’s opinion)

➢ Team norms (meeting starts on time

➢ Meetings (daily standup meeting at 9:00 AM)

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Conflict Management

❑ Conflict happens on all projects. ❑ Focus on the present and future, not the past

❑ Projects face many constraints including budget, ❑ Search for alternatives together
scope, schedule, and quality, which can lead to
conflicts.

❑ Not all conflict is negative.

❑ Project manager should resolve conflicts on time

❑ Focus on issues, not the people

In negotiations, think “Win-Win”

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Negotiate Project
Agreements
Domain: People
ECO: Task 8

Enablers:
▪ Analyze the bounds of the negotiations for an
agreement
▪ Assess priorities and determine ultimate objective(s)
▪ Verify objective(s) of the project agreement are met
▪ Participate in agreement negotiations
▪ Determine a negotiation strategy

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.20
M-1.20
 Negotiate Project Agreements

❑ Projects are people-driven and need engagement ❑ There are many models for negotiation (One model
with various stakeholders for reviewing, agreeing, is Steven Covey’s principle of “Think Win-Win”).
decision-making, etc.
❑ Negotiation can reach win-win, win-lose/ lose-win
❑ Negotiation is a process consisting of activities to or lose-lose depends on the context
find mutually acceptable solutions to resolve
Legal

Agreement Formality
different types of disputes

❑ Negotiating skills for a project manager are crucial

and improving them will set the foundation for a Written
successful project.

Informal
Co-workers Other Dept External
PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA Informal
 Who is Involved in Negotiations?

❑ In projects, the project manager and project teams ➢ Vendor & suppliers
are involved in negotiation with the stakeholders.
➢ Subject matter experts (SME), Etc.
❑ The stakeholders include, but not limited to:

➢ Project sponsor, Executives

➢ Business representatives (who explain what is

needed and provide feedback)

➢ Team members (analyze, design, build, test,

deliver)

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Negotiate for Deliverables

❑ In project management, the project manager and the ways of working and way of delivering business
project teams are involved in negotiations on time- value to the customer
time depending on the project approach.

❑ In the predictive approach, different negotiations

are required – for example, the project objective,
output, outcome, and expected benefits

❑ In an agile (adaptive) project, because of complex

uncertainties in the project requirements and
implementation, the project team should negotiate

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Negotiate on Project Contract

❑ A project contract is a legal agreement between ➢ Acceptance criteria

two parties (buyer and seller) that will be working on
➢ Quality requirements and inspection
a project that outlines the obligations, duties, and
➢ Terms and conditions in the formal contract
expectations of both parties
➢ Warranty and service level agreements in the
❑ Examples of documents where negation and
contract/SLA
agreements are required are:
➢ Breakdown payment and payment conditions
➢ Procurement scope of work (SOW)
➢ Insurance and performance bonds
➢ Change management (CCB/ Retrospective)
➢ Dispute resolution (ADR and Litigation)
➢ Milestone dates

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Other Parameters on Negotiation

❑ Team norms

❑ Project scope of work (SOW)

❑ Acceptance criteria

❑ Definition of Done (DoD)

❑ Quality requirements and inspection

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Prioritization

❑ Prioritization is the act of deciding in what order

the team will work on the requirements of a project. Product backlog

❑ Prioritization can be based on business objectives,

financial analysis, risk, cost, value

❑ Different methods used in prioritization are:

Kano Model

MoSCoW (MSCW) Analysis

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Product Backlog

❑ It is an ordered list of work to be done.

❑ Product owner is responsible to prioritize items in

the product backlog

❑ The most important items are shown at the top of

the product backlog so the team knows what to
deliver first

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Kano Model

❑ The Kano Model is an insightful way of ❑ Must - Expected needs (basic); Wants - Normal needs
understanding, categorizing, and prioritizing Customer that satisfying to the customer (Spoken); Excited needs
Requirements (or potential Features) for new products (Unspoken- WOW!)
and services to remain competitive.

❑ It was created in the early ’80s by Japan’s professor

Noriaki Kano but continues today to be an essential tool
for all organizations independent of industry or size

❑ The customers’ needs can be translated from the

voice of the customer (VOC)

❑ 3-Types of needs:

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
MoSCoW (or MSCW) Analysis

❑ MSCW helps to clarify and prioritize features or requirements for a given project or product.

▪ Non-negotiable product needs that are mandatory which the project

Mo - Must Have guarantee to deliver. In scope (project/increment/iteration) for this time
frame. Example: login option in a job portal

▪ Important, but not vital. May be painful to leave out, but the solution is still
S- Should have viable. In scope (project/increment/iteration) for this time frame. Example:
login option in a job portal). Example: User can avail “forgotten password”

▪ Wanted or desirable, but less important. Less impact if let out. In scope
Co- Could Have (project/increment/iteration) for this time frame. Example: The user can
send an email to the provider to change the account

▪ Requirements that are not important and the team has agreed will not be
W- Won't Have this time delivered. Out of scope for this time frame. Example: Phone icon and dial
directly through the website

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Resource Calendar

❑ It is a calendar that identifies working days

and shifts that are available for scheduled
activities.

❑ It is required to maintain a resource

calendar with working time, holidays, resource
availability, their unavailability because of
planned vacations, etc.

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Capturing Lessons!

❑ It is normal for the project manager, project ❑ In traditional project management (waterfall),
team, and stakeholders may make a number of the Lessons learned register is a dynamic
mistakes during the project management life document maintained throughout the project
cycle. to record important knowledge gained in the
project.
❑ Capturing and storing those lessons is
important as it can be used as a tool for ❑ In agile, the Retrospective meeting is
continuous improvement tool. conducted after every iteration which will help
to improve performance
❑ While completion of the project, the lessons
learned register will transfer to lessons learned
repository

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Try this!

1. In an agile project, what do you use to

check how the iteration was completed?

A. Lessons learned register

B. Expert judgment

C. Meetings

D. Retrospective

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Try this!

2. In a traditional project, what do you use

to capture project information for
correcting the current project?

A. Lessons learned register

B. Expert judgment

C. Meetings

D. Retrospective meetings

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Try this!

3. In an agile project, what type of contract

is suitable?

A. Fixed contract

B. Flexible contract

C. Blend of fixed contract and flexible

contract

D. Contract based on work packages

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Try this!

4. In your project, you are negotiating for

what?

A. Overcome conflicts

B. To reach an agreement

C. To avoid continuing misconception

D. To deliver a better product

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Empower the
Team Members
and Stakeholders

Domain: People
ECO: Task#4

Enablers:
Organize around team strengths
Support team task accountability
Evaluate demonstration of task accountability
Determine and bestow level(s) of decision-making
authority

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.36
M-1.36
Team Strength

❑ Effective teams can accomplish their goals by professional development and assign work
working together and using one another's best based on the strength
abilities to complete tasks.
❑ Use SWOT analysis to identify strengths,
❑ Encourage team members to collaborate weaknesses, opportunities, and threat
effectively can create an efficient and
❑ Use the SMART(smart, measurable, achievable,
productive work environment
realistic, timebound) principle
❑ Examples of team strength are self-organized,
▪ Self-organizing teams choose how best to
creativity, collaboration, cohesiveness,
accomplish their work, rather than being
emotional intelligence, analytical thinking
directed by others outside the team
❑ Identify strengths in the teams offer

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Brainstorming

❑ It is an idea-creation method for generating a

large number of creative ideas in a short period
of time.

❑ A facilitator works with the team to identify a

potential solution to a problem

❑ Various analysis methods are used to select the

most appropriate

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Decision-Making

❑ Decision-making is the process of choosing which technique to use, or which vendor to select
actions from among alternatives that are
❑ Project team decision-making follows a
directed toward the resolution
diverge/converge pattern - Stakeholders are
❑ Decision-making involves thinking and first engaged to generate a broad set of
deciding before doing and so is inherent in alternatives/ approaches for solutions. Then,
every activity the project team converges on a preferred
solution
❑ Project managers and project teams make
many decisions daily ❑ “It is the best choice between “almost right”
and “probably wrong” – Peter Drucker
❑ Some decisions will be very impactful, such as
what project development approach to use,

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Retrospective

❑ Retrospective is a regular inspection that

provides an opportunity for the project team to
review the way in which it works and to suggest
changes to improve process and efficiency

What went well What caused What can be done

problems? differently?

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Train Team
Members and
Stakeholders
Domain: People
ECO: Task#5

Enablers:
Determine required competencies and elements of
training
Determine training options based on training needs
Allocate resources for training
Measure training outcomes

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.41
M-1.41
Training

❑ Necessary training makes the project team and Knowledge

stakeholders work independently with each other • Project management certifications, etc

❑ Cross-training (‘worker multifunctionality’) is the

Performance
technique of training people to work in several different
• Ability to perform project work
roles or training them to do tasks that lie outside their
normal responsibilities
Personal skills
❑Required training for the skills can be identified via gap • Industry-related technical aspects,
standards, etc.
analysis, SWOT analysis, and surveys
Domain-specific
❑There are four areas of development – knowledge, Industry-related technical aspects,
performance, personal skills, and domain-specific standards, etc.

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Cross-Functional Teams

Cross-functional teams

I-shaped skill (Specialist)

The cross-functional team are
the teams that must have all T-shaped skill
of the skills necessary to I-shaped people are (General Specialist)
create an increment of work characterized by a single
during the iteration specialty or area of expertise. T-shaped people have vertical
They demonstrate limited (specialized) skills but also
general knowledge of horizontal (general)
different disciplines and knowledge in other
prefer to work in one single disciplines.
job type.

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Training Options

❑ There are three types of training options: • Mentoring/coaching

On-the job • Shadowing
➢ On-the-job training – Learning while doing work • Participant

➢Formal training – Attending a training

➢Informal training – Self-learning

• Virtual instructor-led
• Classroom
Formal • Self-paced
• Blended

• Conferences, Seminar,Workshops
• Document reviews
Informal • Books
• Podcasts
• Blogs

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Engage and
Support Virtual
Teams
Domain: People
ECO: Task#11

Enablers:
✓ Examine virtual team member needs (e.g., environment,
geography, culture, global, etc.)
✓ Investigate alternatives (e.g., communication tools,
colocation) for virtual team member engagement
✓ Implement options for virtual team member
engagement
✓ Continually evaluate the effectiveness of virtual team
member engagement

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.45
M-1.45
Virtual Teams

❑ Virtual teams (geographically distributed teams) ❑ For effective virtual teams, use the following as
means a group of people with a shared goal who requirements:
work in different locations and who engage with
❑ Shared goals
each other primarily through electronic
❑ Clear purposes
communication technology
❑ Clarity on roles
❑ Learn the pros and cons of virtual teams

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Collaboration Tools

❑ Virtual teams need continuous collaboration to Task bard Burndown chart

become more effective in planning and other
activities in the project

❑ Some of the collaboration technologies used in

the virtual team are:

➢ Virtual task board

Burnup chart
➢ Burndown chart

➢ Burnup chart

➢ Video conference

➢ Chat message

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Communications Management Plan
❑ Communication management plan is a ❑ Initial communication plan can be prepared
subsidiary plan in the project or program immediately after the stakeholder is identified
management plan
❑ Communication management plan can include,
❑ Effective communication is an important but is not limited to:
component in project management, allowing
➢ Team meeting times
projects to progress smoothly and on time.
➢ Frequency of update of project status
❑ It ensures team members are aligned on project
➢ Tools to track project status
goals and understand exactly what’s expected
of them ➢ Shared team hours

➢ Appropriate communication methods

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Performance Analysis

❑ All members of the team should contribute equally the variation between actual work measured
to a high-performance team against what is planned

❑ Project manager should continually evaluate the ❑ Variance analysis can be used to measure:
effectiveness of virtual team members’ engagement
➢ The team’s effectiveness against the planned
❑ Some of the parameters of effective teams are target
decision-making and interaction, achieving the goal
➢ % of work completed against the planned work
at a sustainable pace, accountability, and
developing skills

❑ Variance analysis is a technique used to measure

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Build a Shared
Understanding
About a Project
Domain: People
ECO: Task#10

Enablers:
✓ Break down the situation to identify the root cause of a
misunderstanding
✓ Survey all necessary parties to reach a consensus
✓ Support outcome of parties' agreement
✓ Investigate potential misunderstandings

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA S-3.50
M-1.50
 Shared Understanding

❑ Shared understanding helps to know what the ❑ Some of the documents used to create shared
project is trying to achieve (end state) understanding include:

❑ In complex/uncertain situations the shared ➢ Project vision

understanding helps the teams how to handle and ➢ Project charter

move forward to achieve the project
➢ Project plans
goal/objective

❑ Shared understanding includes sharing vision,

goal, roles, and responsibilities

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Project Vision

❑ A project vision statement is a description or ❑ Check how the vision is aligned with the
declaration of what an organization/project team organization’s strategic goals
wants to obtain or accomplish upon the
❑ Communicate the project vision to the enterprise
completion of a project
level
❑ A clear project vision is key to any project’s
❑ It increases transparency, visibility, support, and
success.
success
❑ It gives direction, sets goals, and can even solve
problems before they arise

❑ At the beginning of the project clear vision of the

project is required

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Project Charter
Contents of Project Charter
❑ Project charter is a document issued by the
(high-level descriptions)
project initiator or sponsor that formally
▪ Measurable project objectives and related success
authorizes the existence of a project criteria
▪ High-level requirements
❑ It defines the reason for the project and assigns a ▪ High-level project description, boundaries, and key
deliverables
project manager and his or her authority level for ▪ Overall project risk
▪ Summary milestone schedule
the project. ▪ Preapproved financial resources
▪ Key stakeholder list
❑ The contents of the charter describe the project ▪ Project approval requirements (what constitutes success,
in high-level terms who decides the project is successful, who signs off on
the project)
▪ Project exit criteria (conditions for close or canceling the
project/phase)
▪ Assigned project manager, responsibility and authority
level
▪ Name and authority of the sponsor
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Try This?

Questions:
True or false? - The preparation of a business case
authorizes a project to proceed

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Answer

Questions:
True or false? - The preparation of a business case
authorizes a project to proceed
False, The preparation of the business case does not
authorize a project to proceed, the project is
authorized by the project charter.

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 Project Plan

❑ Project plan means the project management plan Project management plan

that describes how the project will be executed, ▪ Baselines: Scope, Schedule, Cost
monitored and controlled, and closed
▪ Subsidiary plans:
▪ Scope
❑ Project management plan integrates many
▪ Requirements
subsidiary plans ▪ Schedule
▪ Cost
▪ Quality
▪ Resources
▪ Communications
▪ Risk
▪ Procurement
▪ Stakeholder

▪ Other plans: Change management plan, Configuration

management plan, Compliance plan

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 Project Implementation
Types of project implementation
❑ The next step is to figure out which project
▪ Traditional approach (plan-driven, predictive)
management methodologies are right for the ▪ Agile approach (innovative, adaptive, change-driven)
project ▪ Hybrid approach (a blend of waterfall and agile)

❑ It can be decided based on the project vision, the

context of deliverables, its complexity,
uncertainty, change management, etc.

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 Kick-off Meeting
Activities during kick-off meeting
❑ A kickoff meeting is a gathering of project team
members and other key stakeholders to formally ▪ Defining team charter
set expectations, gain a common understanding, ▪ Assisting Product Owner/Customer with:
▪ Writing user stories
and commence work.
▪ Estimating effort to complete user stories
❑ It establishes the start of a project, phase, or
▪ Prioritization of requirements
▪ Creating initial prioritized product backlog
iteration

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Agile Manifesto

❑ The Agile Manifesto was written in 2001, in ❑ Manifesto includes 4 values and 12 principles
the USA by 17 independent-minded young
software engineers

Example- Scrum

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Agile Manifesto

1. Individuals and interactions over processes documentation

and tools 3. Customer collaboration over contract
▪ People first, project are done by people not negotiation
by process ▪ Agile is flexible, accommodating and change
▪ Process and tools will not work without driven
interacting with people ▪ Working towards the right solution is
2. Working software over comprehensive important than contract negotiation
documentation 4. Responding to change over following a plan
▪ Too much documentation is waste if the ▪ Agile projects have uncertainty upfront
software doesn't work ▪ Respond to the changes than spending lot
▪ Agile practices focus on business delivery of time with static plan
rather than too much time spent on

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Agile Manifesto

Our highest priority is to satisfy the Welcome changing requirements, Deliver working software
customer through early and even late in development. Agile frequently, from a couple of weeks
continuous delivery of valuable processes harness change for the to a couple of months, with a
software. customer’s competitive advantage. preference to the shorter timescale.

Build projects around motivated The most efficient and effective

Business people and developers
individuals. Give them the method of conveying information to
must work together daily
environment and support they need and within a development team is
throughout the project.
and trust them to get the job done. face-to-face conversation.

Agile processes promote sustainable

development. The sponsors, Continuous attention to technical
Working software is the primary
developers, and users should be able excellence and good design
measure of progress.
to maintain a constant pace enhances agility.
indefinitely.

At regular intervals, the team

Simplicity—the art of maximizing the The best architectures,
reflects on how to become more
amount of work not done-is requirements, and designs emerge
effective, then tunes and adjusts its
essential from self-organizing teams.
behavior accordingly.

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Agile Project Lifecycle

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
Scrum Framework

❑ Scrum is a popular agile model that is used to ❑ Scrum framework consists of:
manage complex product development.
➢ Scrum Roles
❑ It is simple to simple to understand, but difficult to
➢ Scrum Events
master.
➢ Scrum Artifacts
❑ It runs on fixed periods (called a time box) - one
month or less with consistent durations called
sprints.

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Scrum Elements

❑ Scrum Roles ➢ Daily Scrum (15 minutes)

➢ Product Owner ➢ Sprint Review (4 hours if 4 weeks sprint)

➢ Scrum Master (Facilitator in agile) ➢ Sprint Retrospective (3 hours if 4 weeks sprint)

➢ Development Team (Cross-functional team in

agile) ❑ Scrum Artifacts
❑ Scrum Events ➢ Product Backlog
➢ Sprint Planning (8 hours if 4 weeks sprint) ➢ Sprint Backlog
➢ Sprint (1- 4 weeks) ➢ Product Increment

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Scrum Framework

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 Product Owner
❑ Person who works with stakeholders, customers,
and team to define the direction of the product
❑ Defining project vision, requirements, and
priorities.
❑ Explains the functionality of the product
❑ Keep items ready for Development Team
❑ Ranking or prioritizing the requirements based on
business value
❑ Product owner can cancel a sprint, not the
Development Team

❑ One Product Owner for the entire project

❑ One Product backlog for the entire project Product Owner

Single point accountability of the product

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 Scrum Master

❑ Coaching the Development Team, Product

Owner, and organization regarding the Scrum
framework
❑ Responsible for ensuring Scrum process (example:
daily scrum) are implemented effectively
❑ Should have servant leader quality
❑ Coaching the team on removing impediments.

Scrum Master – the Servant Leader

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 Development Team
❑ It is a cross-functional, self-organizing team to
deliver the working product without depending on
others outside of the team
❑ Comprises a maximum of 3-9 people

No other titles
than
Self-organized Cross-functional
Development
team

Mutual
No sub teams
accountability
Development Team – 3 to 9 people

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 Sprint Planning Meeting
❑ It is a collaborative event in Scrum in which the
Scrum team plans the work for the current sprint
❑ A Sprint goal is developed during the Sprint
planning meeting
❑ Participants include the Product Owner,
Development Team, and Scrum Master (to
facilitate)
❑ Development Team estimates the efforts of User
stories
❑ Development Team estimates or forecasts efforts
of increments or functionality to be delivered in
the upcoming Sprint
❑ Time box: 8 hours for a one-month Sprint

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 Sprint

❑ Sprint is a time-boxed event with a Sprint goal

❑ No changes to Sprint goal (scope) are accepted
during Sprint goal
❑ Maximum of one month
❑ Each story in the Product backlog will be
developed in a Sprint
❑ A Sprint can be canceled before completing it if
the Sprint goal doesn’t provide business value
❑ Product Owner can only cancel the Sprint
❑ Time box: 8 hours for a one-month Sprint

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 Daily Scrum

❑ Daily scrum a brief and daily collaboration

meeting to inspect and adapt in which the team
reviews:
➢ What did I complete since the last standup?
➢ What am I planning to complete between now
and the next standup?
➢ What are my impediments (risks or problems)?
❑ Participants include Development Team
❑ Timebox: 15-minutes meeting.

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 Sprint Review

❑ Sprint review is a meeting to inspect the work

completed for the current Spring goal and get
their feedback.
❑ Attendees include the Product Owner,
Development Team, Scrum Master (to facilitate),
and invited Stakeholders
❑ The Product owner can accept or decline stories.
❑ Rejected deliverables are added back to the
Product backlog.
❑ Time-box: 4 hours for a 1-month Sprint

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Retrospective

❑ Retrospective is an event at the end of the sprint

conducted after the Sprint Review.
❑ It provides a chance to learn from previous work
and make small improvements for the coming
Sprint
❑ It is the last event in the Sprint
❑ Attendees include the Product Owner,
Development Team, Scrum Master
❑ Timebox: 3 hours for a 1-month Sprint

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 Product Backlog
❑ Product backlog is an ordered list of all the work
to be done presented in story form.
❑ Product Owner is responsible for the Product
backlog.
❑ Product Owner prioritizes the requirements in the
Product backlog.
❑ The Product Owner often works with the Team to
prepare some stories for the upcoming sprint.
This is called Product backlog
grooming/refinement

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 Sprint Backlog

❑ Sprint backlog is a list of work items that are

identified by the Development Team to be
completed during the Sprint.

❑ Product Owner has no authority to add new items

to Sprint backlog

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 Increment

❑ Increment is the sum of all product backlog items

completed during a sprint

❑ Product owner decides whether the business

value is realized and when to release the product
into the market

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 Task Boards

❑ Task board is a visual tool to represent work and

its path toward completion.

❑ It includes tasks that are to be done, progress, and

finished tasks that may be a backlog

❑ Tasks are usually represented by ‘cards’

❑ They are low-tech but high-touch

❑ Examples: Kanban board, Scrum boards

❑ There is no value derived if work is not completed;

the team works together to implement work in
progress (WIP)

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Consensus

❑ Consensus is a collaborative process to reach a

decision that everyone can support
Fist-to-five
Method Use How it works
Fist to five Expression of range of Closed 5 fingers –

Consensus
consensus Complete disagreement
Open five fingers –
Complete agreement
Roman Voting Yes or No Thumbs up or down
Side ward = Neutral
Polling Consider independent Hearing opinion and then

Disagreement
points of view vote
Dot Voting Select several opinions Distribute dots equally.
from the list Each person can allocate
dots according to highest
preference
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Estimation – Story Points

Size Velocity Duration

❑100 blocks ❑10 blocks per trip ❑10 trips

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 Estimation – Story Points
❑ In the traditional approach, hours are used
❑ In the agile approach, a relative measure is used
for implementing a user story called story points
❑ The story points are dependent on complexity, Complexity
effort, and risk

Complexity Effort Risk

Implementation Efforts needed to Unclear demand
Effort Risk
Solutions clarity develop a particular
feature

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Estimation Technique – Planning Poker
❑ Planning Poker (Scrum poker) is a powerful and
fun way to estimate story points for remote and
in-person teams.
❑ It uses a deck of cards with modified Fibonacci
numbers (1, 2, 3, 5, 8, 13, 20, 40, 100) to vote on
user stories

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 XP Metaphor
❑ It is a technique used in Extreme Programming
(XP)
❑ It describes the common vision of how the
product looks and works
❑ It should be simple and non-technical
❑ It helps the team should understand the solution
to solve the problem or to produce a capability

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 Product Box

❑ Technique to explain the solution of a problem

❑ Stakeholders try to describe the solution

❑ It is similar to the product features and benefits

on a product box that the product owner tries to Product name: xxx
describe Features:
1-……………..
2-………………
3-………………

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 Reaching a Consensus!

❑ Reaching a consensus among the team and

agreement is important

❑ However, in some situations it’s not possible to

reach a consensus.

❑ In such situations, refer team charter for

clarifications toward decision-making

PMP CERTIFICATION TRAINING. PMP LOGO AND THE RELATED STATEMENT IS A CERTIFICATION MARK OF PMI, USA
 ❑ Build a Team
❑ Define Team Ground Rules
❑ Negotiate Project Agreements

Here is what we learned ❑ Empower Team Members and

Stakeholders
❑ Train Team Members and Stakeholders
❑ Engage and Support Virtual Teams
❑ Build a Shared Understanding of the
Project

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