✓ Lead a Team

✓ Support Team Performance

✓ Address and Remove Impediments,
Keeping the Team on Obstacles, and Blockers
✓ Manage Conflict
Track ✓ Collaborate with Stakeholders
✓ Mentor Relevant Stakeholders
✓ Apply Emotional Intelligence to Promote
Teams

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA M-4.1
 Lead a Team
Domain: People
ECO: Task#2

Enablers:
➢ Set a clear vision and mission
➢ Support diversity and inclusion (e.g., behavior types, thought
process)
➢ Value servant leadership (e.g., relate the tenets of servant
leadership to the team)
➢ Determine an appropriate leadership style (e.g., directive,
collaborative)
➢ Inspire, motivate, and influence team members/stakeholders
(e.g., team contract, social contract, reward system)
➢ Analyze team members and stakeholders’ influence
➢ Distinguish various options to lead various team members and
stakeholder

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA 2M-4.2
Keeping the Team on Track

❑ The project manager should exercise the

leadership skill that can empower the team and
other stakeholders

❑ The project manager should remove

impediments, obstacles, and blockers and
resolve conflicts on a day-to-day basis

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Leadership

❑ Apart from managing the project activities, the ➢ Collaborating with others
➢ Sole problems
project manager needs to lead and motivate the
➢ Exhibit integrity
team for better productivity
➢ Challenge the status quo
❑ The project manager can use the appropriate ➢ Guide team to close a project successfully

leadership style based on the project context

❑ The project manager is the visionary leader of

the project

❑ Some of the leadership skills:

➢ Manage relationship
➢ Build trust

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA 4
Leadership & Management
❑A project manager must display both leadership performing project team
and management skills for developing a high-

Management Leadership
Use positional power to direct Use relational power to lead and motivate
❑Management means directing actions ❑Leadership means guiding the team
through a prescribed set of behaviors through discussion and exchange of
❑It is the act of doing things right ideas
❑Positional power is used ❑It is the act of doing the right things
❑Concern for production ❑Concern for people
❑As per business management, Manage- ❑Relational power is used
Men-T means “managing people
tactfully”

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Servant Leadership

❑ Servant leadership means leading through

service to the team, by understanding and
addressing the needs and developing the team
for higher performance

❑ Some of the skills for servant leadership are:

➢ Facilitate than manage

➢ Coaching, training, mentoring

➢ Remove work impediments

➢ Focus on accomplishments

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Team Building

❑ Reward and recognition is a system where

people are acknowledged for their performance • For specific outcome • For appreciation
in intrinsic or extrinsic ways achieved • Intangible
• Tangible • Even, without a
• Do with recognition reward
❑ Reward and recognition cultivate a positive
relationship between employers and employees

❑ Intrinsic motivation – Motivated to perform an Reward Recognition

activity for its own sake and personal rewards

❑ Extrinsic motivation – Motivated to perform an

activity to earn a reward or avoid punishment

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 Support Team
Performance
Domain: People
ECO: Task#3

Enablers:
➢ Appraise team member performance against key
performance indicators
➢ Support and recognize team member growth and
development
➢ Determine appropriate feedback approach
➢ Verify performance improvements

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Support Team Performance

❑ Support Team Performance” is a significant and ▪ A project manager typically tracks

critical role for the project managers to create performance metrics from areas
high-performing teams including scope, cost, quality, satisfaction, ROI

❑ KPI metrics are used to evaluate organizations’ ▪ Example: Rate of progress, how much work is
progress toward meeting its goal and objectives remaining, likely completion time, likely cost
remaining, etc.
▪ Key performance indicators (KPI) means the
metrics defined to measure project performance ▪ The metrics should be SMART
toward meeting its goal and objectives

▪ For traditional projects, KPIs are scope,

schedule, and cost

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Team Performance Assessment

❑ The team performance assessment is used to ❑ The contents of the Team Performance
review the technical and interpersonal Assessment can include:
competencies of the team as a whole, ➢ Technical performance – Scope, Quality,
Schedule, Cost
❑ It is used by the project manager to identify
areas to improve the team’s ability to achieve ➢ Interpersonal competency – Communication,

agreed-upon project objectives. Collaboration, Conflict management,

Decision making

➢ Team characteristics – Morale- Cohesiveness

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KPI & SMART

❑ To define a good KPI, it is better to use the

SMART principle

❑ The project objective must be SMART

S Specific – what to accomplish?

M Measurable – the difference between actual and plan (how many /how much?)
A Achievable – the target is achievable?
R Realistic – the KPI should be realistic to achieve it?
T Time-bound – it should be with a start date and a target date, Is any deadline?

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 Team Building

❑Team building is the process of taking a collection of ❑The project manager should be aware of certain
individuals with different needs, backgrounds, and effectiveness/ineffectiveness indicators of team
expertise and transforming them by various methods performance
into an integrated and effective work unit

❑Effective team building can be a critical determinant

of project success

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Team Development

❑Team development is a process in which the project ❑Major tools and techniques to be employed for team
manager tries to improve the competencies, management include:
environment, and interaction of team member ➢performance tracking
interaction to enhance project performance ➢appraisals
❑Major tools and techniques to be employed for team ➢conflict management
development include: ➢conversation
➢ training
➢ colocation
➢ reward scheme
➢ team building (Tuckman model)
➢ ground rules

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 Tuckman Ladder Model

▪Bruce Tuckman ladder model is a popular ▪The model describes five distinct stages that teams
framework for understanding team dynamics go through as they work together

Forming Storming Norming Performing Adjourning

Team members get Team members start Team members start Team members Team members
to know each other addressing project working working at optimum complete their
(independent) work (conflicts arise) productively productivity (solving assignments and
problems) shift to the next
assignment

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Performance Tracking

❑Performance tracking is conducted by checking ➢Quality metrics (various measurements to track

actual performance criteria for all aspects of the quality deliverables, defects, and acceptable
output)
project and assessing them against the acceptable
ranges around those criteria ➢Earned value, EV (cost and effort performance
against planned value)
❑Some of the performance tracking techniques that
are effectively used in project management are: ➢Gantt chart (project schedule status of how
much is completed)
➢Kanban/Scrum board
➢Velocity (a measure of story points per iteration
➢Throughput metrics (number of user stories that can use to predict future iteration output)
completer per week)

➢Cycle time (time taken from work started to

completed)

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Kanban Board

Ready Doing System Test Done Cycle time:

from the time
start a task
until complete
it

Lead time:
from the time
put on the
board until
Deliver to customer deliver it

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Earned Value Management (EVM)

❑ Earned value management (EVM) is used to ❑ Planned Value (PV) is the authorized budget
assigned to scheduled
track progress against baselined plans of
❑ Earned Value (EV) is the measure of work
scope, time, and cost against performed expressed in terms of the budget
authorized for that work
❑ EVM involves three independent variables to
❑ EV (work delivered) = % work completed X
measure the progress and performance of BAC
project cost and schedule
❑ Actual Cost (AC) is the realized cost incurred
during a specific period
❑ These three variables are:
➢ Planned Value (PV) ❑ Budget At Completion (BAC) - It is the value
of total planned work (i.e. the project cost
➢ Earned Value (EV) baseline
➢ Actual Cost(AC)

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EVM Calculation

❑ Let us consider a project:

➢ Project scope: To build 10 software modules

➢ Project duration: 10 days

➢ Project schedule: 1 software module per day

➢ Cost of one software module = $1,000

➢ Total project cost, BAC = $10,000

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Project Status on 6th Day

❑ What was planned at the end of 6th day:

➢ 6 software modules to be completed

➢ PV is $6,000

❑ What is actually at the end of 6th day:

➢ The team completed only 5 software
modules
➢ AC is $7,000
➢ EV = 50% X $10,000 = $5,000

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 EVM For Schedule

❑ Schedule Variance (SV) is a measure of schedule performance

➢ SV = EV – PV
➢ If SV is positive, the project is ahead of schedule
➢ If SV is zero, the project is on schedule
➢ If SV is a negative value, the project is behind schedule

❑ Schedule Performance Index (SPI) is a measure of schedule efficiency In our project,

➢ SPI = EV / PV SV = 5,000-6,000= -1,000
➢ If SP is greater than 1, the project is ahead of schedule SPI = 5,000/6,000= 0.833
➢ If SPI is 1, the project is on schedule
➢ If SPI is less than 1, the project is behind schedule

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 EVM For Cost

❑ Cost Variance (CV) is a measure of cost performance

➢ CV = EV – AC
➢ If CV is positive, the project is under budget
➢ If CV is zero, the project is on budget
➢ If CV is a negative value, the project is over budget

❑ Cost Performance Index (CPI) is a measure of cost efficiency In our project,

➢ CPI = EV / AC CV = 5,000-7,000= -2,000
➢ If CPI is greater than 1, the project is under budget CPI = 5,000/7,000= 0.71
➢ If CPI is 1, the project is on budget
➢ If CPI is less than 1, the project is over budget

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 EAC & ETC

❑ Estimate At Completion (EAC) is the current projected cost

➢ EAC = BAC / CPI

❑ Estimate to Complete (ETC)

➢ ETC = EAC - AC

In our project,
EAC = 10,000/0.71 = $14,084
ETC = 14,084 – 7,000 = $7.084

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 Traffic Light Reporting

❑Traffic light status is useful in conveying the overall

project status
0.8-0
➢Green [1.0 - .95]

➢Yellow [.94 - .85]

➢Red [.84, 0] .94-.85

1.0-.95

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Try This!

❑ If CP1 = 1.43, SPI = 0.85, what is the status of the project?

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Answer

❑ If CP1 = 1.43, SPI = 0.85, what is the status of the project?

❑ Answer: CPI is under budget and SPI is behind schedule

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Try This!

❑ What is the cost performance index (CPI) during year 3?

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Performance Reporting Techniques

❑Preparing to report, display, and communicate the ➢Status reports, etc.

progress and performance should be part of the plan
➢Quality reports such as Control charts, Pareto
❑Some of the important reporting tools are:
diagram, Histogram
➢Gantt chart
➢Dashboard
➢Task board

➢Iteration burndown chart

➢Release burnup chart chart

➢Velocity chart

➢Earned Value management reports

➢Variance reports

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Value Stream Map (VSM)

❑ It is a technique where a visual map is created that

shows the process visually from start to finish and
identifies delay, waste, and constraints (value and
non-value added items)

Value-added time = 75 days

Non-value added time = 40 days

Total cycle time = 115 days

Process cycle efficiency = Value-added time / Total

cycle time

= 75/115 = 0.65 = 0.65 x 100% = 65%

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 Address and Remove
Impediments,
Obstacles, and Blockers
Domain: People
ECO: Task#7

Enablers:
➢ Determine critical impediments, obstacles, and
blockers for the team
➢ Prioritize critical impediments, obstacles, and
blockers for the team
➢ Use network to implement solutions to remove
impediments, obstacles, and blockers for the team
➢ Re-assess continually to ensure impediments,
obstacles, and blockers for the team are being
addressed

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29
Impediments, Obstacles, Blockers

❑ Throughout the project, there are impediments, ❑It is important to identify these impediments,
obstacles, and blockers that may hinder it, obstruct prioritize these, resolve them, and reassess
or completely block the progress of the project or continually to ensure that these issues are
moving forward addressed

Impediments Obstacles Blockers

❑Impediments are situations, ❑Obstacles are barriers that are ❑Blockers are event or conditions
conditions, or actions that slow movable, avoidable, able to that cause stoppages in the work
down or hinder the progress of overcome with some effort or or any further advancement
the project strategy ❑A new government regulation
❑Example - The team member is ❑The project team is not able to bans the import of certain raw
not trained properly to do the access software due to delay in materials from outside of the
assigned work. So, the team renewing the license country
members may take longer time
to complete or may finish with
rework

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 Impediments – Identify, Prioritize & Remove

❑The project manager can identify the impediments ➢ Gemba walk (Lean approach)
through various activities:
❑ The project manager can categorize the
➢ Daily standup impediments, prioritize the impediments through
servant leadership skills (empower teams to
➢ Review the Risk register
resolve impediments), resolve the impediments,
➢ Review Issue log
escalate the impediments if required (to sponsor
➢ Review Product backlog or PMO), and reassess continually to ensure that

➢ Observation
these issues are addressed

➢ Value stream mapping

➢ Feedback

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 Manage Conflict
Domain: People
ECO: Task#1

Enablers:
➢ Interpret the source and stage of the conflict
➢ Analyze the context for the conflict
➢ Evaluate/recommend/reconcile the appropriate
conflict resolution solution

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32
Manage Conflict

❑In the project, different opinions, and conflicts are

common

❑Managing conflict is the responsibility of all

stakeholders

❑As a servant leader, the project manager should

assist in the removal of conflict or sources of conflict

❑In an agile project the project leader will empower

the team members to resolve the conflicts

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Conflict Resolution Model

❑Five conflict resolution approaches are:

Collaborate/Problem
Force/Direct
➢ Withdraw/Avoid Solve
(Win-Lose)
(Win-Win)
➢ Smooth/Accommodate
Compromise
➢ Compromise/Reconcile /Reconcile
(Lose-Lose)
➢ Force/Direct

➢ Collaborate/Problem Solve
Avoid/Withdraw Smooth/ Accommodate

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Withdraw/Avoid

❑Sometimes a problem will go away in its way, or

sometimes discussions get heated and people need a
cooling-off period. In both scenarios, withdrawing
from the situation is appropriate.

➢Example - Complying with a requirement imposed by

a regulatory agency instead of challenging the
requirement

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 Smooth/Accommodate

❑These are useful when reaching a solution by

considering areas of agreement that areas of
disagreement

❑Example - Since the sponsor outranks the project

manager or project team member, and there is a
desire to maintain a good relationship with the
sponsor, adopting an accommodating strategy may
be appropriate.

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Compromise/Reconcile (Lose-Lose)

❑Both parties give up something to resolve (partial

or temporary). This style is often used when the
parties have equal “power.”

❑Example - A project manager may compromise

with a technical manager regarding the availability
of a project team member to work on the project

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Force / Direct (Win /Lose)

❑It is used when there is not enough time to problem-

solve. In this scenario, one party forces another party
to reach a solution. The party forces have more
power than the other party.

❑Example – The project manager may force the team

to resolve an emergency

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 Collaborate /Problem Solve (Win-Win)

❑It involves incorporating multiple views about the

conflict. This is an effective method to reach a
permanent solution/consensus.

❑Example- A project manager may facilitate this type

of conflict resolution between project team members.

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Problem Solving – 6 Steps

Step 1 Define the Problem

Step 2 Identify Root cause

A problem well stated is a

Step 3 Generate possible Solutions problem half-solved
- Charles F. Kettering
Step 4 Choose the best Solution

Step 5 Implement the chosen Solution

Step 6 Verify the effectiveness of Solution

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 Collaborate with
Stakeholders
Domain: People
ECO: Task#9

Enablers:
➢ Evaluate engagement needs for stakeholders
➢ Optimize alignment between stakeholder needs,
expectations, and project objectives
➢ Build trust and influence stakeholders to accomplish
project objectives

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41
 Collaborate with Stakeholders

❑Collaborating with stakeholders is the main reason

for project success

❑The project sponsor, project manager, customers,

supporting groups and team roles are important
stakeholders in a project

❑Stakeholders can be supportive, negative, neutral,

and resistant

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 Stakeholder Engagement Plan

❑Stakeholder engagement plan identifies the ❑Collaboration activities are:

strategies and actions required to promote the
➢Daily standup meeting
productive involvement of stakeholders in project or
program decision-making and execution. ➢Colocation team for face-to-face communications

➢Milestone reviews

➢Backlog grooming sessions

➢Project update meetings

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 Mentor Relevant
Stakeholders
Domain: People
ECO: Task#13

Enablers:
➢ Allocate the time to mentoring
➢ Recognize and act on mentoring opportunities

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44
 Mentor Relevant Stakeholder

❑Project management skills can improve with ❑The retrospective is an excellent opportunity to
practice, learning, and experience promote intra-team mentoring

❑Coaching and mentoring are performed to improve ❑Agile uses pairing which means working closely
a team’s skills, knowledge, and capabilities, and with any team member or stakeholder for agreed
eventually it will increase the project performance periods to observe and discuss why and how things
are done.
❑Individual mentoring and coaching will help to
share project management knowledge - both
explicit (academic) and tacit (experience)

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 Coaching & Mentoring

❑ Project leader/ scrum master should mentor and

Organization
coach the team members, product owner, business
stakeholders, and the organization about why and
how things are done effectively

Business Project Product

Stakeholders
Leader Owner

Team
Members

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 Apply Emotional
Intelligence to Promote
Team Performance

Domain: People
ECO: Task#14

Enablers:
➢ Assess behavior through the use of personality
indicators
➢ Analyze personality indicators and adjust to the
emotional needs of key project stakeholders

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47
 Emotional Intelligence (EI)

❑ Emotional intelligence is the ability to understand ❑Daniel Goleman (American psychologist) classified 5
and manage our own emotions effectively, and the elements of emotional intelligence:
ability to understand, interpret, and respond to the
➢ Self-awareness
emotions of others
➢ Self-regulation
❑ Experts suggest that emotional intelligence (EQ)
➢ Motivation
is more important than IQ for success in life
➢ Empathy

➢ Social skill

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 Emotional Intelligence Elements

Motivation Empathy Social Skills

Self-Awareness Self-Regulation Considering
Knowing one’s Controlling or Being driven to others’ feelings, To communicate
emotions, strengths, redirecting achieve for the sake especially when effectively with the
weaknesses, drives, disruptive emotions of achievement making decisions public domain
values, and goals— and impulses
and their impacts on
others
Personal skill (with self) Inter-personal skill (with others)

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 Empathy

❑ The ability to understand the feelings of another,

to see from their point of view.

❑ The capacity to empathize is a powerful tool.

❑ It provides a foundation for understanding the

motivations of other people

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 Motivation

❑ Motivation means a process of stimulating people

with optimism, initiative, commitment, and drive
to action to accomplish desired goals

➢ Motivation creates a willingness to work

➢ Improves the efficiency
➢ Increase cordial relationship
➢ Leads to stability in the workforce
➢ Increase in work efficiency

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 Organizational Theory

❑ Organizational theory is used to study how people,

teams, and organizations behave

❑Some of the organizational theories are:

➢Maslow’s Hierarchy of Needs

➢McGregor’s Theory X and Theory Y

➢McClelland’s Achievement Theory

➢Herzberg’s Motivation Theory

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Maslow’s Hierarchy of Needs

❑ Maslow’s hierarchy of needs theory (1954)

proposes that humans are motivated by multiple
needs and that these needs exist in a hierarchical
order.

❑ When your people know that you're treating

them right, they'll feel motivated to give their
best in return

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 McGregor’s Theory X and Theory Y

❑ As per Douglas McGregor (1960, psychologist, in ❑ Therefore, two styles of management are required
his book “The Human Side of Enterprise”), there
➢ Authoritarian (Theory X) and Participative
are two types of employees
(Theory Y)

Theory X Theory Y

Dislike their work Happy to work on their own initiative.

More involved in decision-making.
Avoid responsibility and need
constant direction. Self-motivated to complete their tasks.
Need to be supervised at every step Seek and accept responsibility, and
need a little direction.
Needs micro-management style to
ensure that it gets done properly Solve problems

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 McClelland’s Achievement Theory

❑ David C McClelland’s Achievement theory has

three components:

➢ Achievement
Achievement Power Affiliation
➢ Power =Success = Influence other people = Belonging to a team

➢ Affiliation

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 Hertzberg Theory

❑ Herzberg concluded that there are two sets of Hygiene factors:

needs: the hygiene needs, which produce job Company policy
Relationship
dissatisfaction, and the motivator needs, which
Working conditions
produce job satisfaction Salary
❑ Hygiene factors - Their absence is dissatisfying Benefits

and inhibits performance and productivity, but any

Motivational factors:
addition of it doesn’t increase efficiency or
Achievement
productivity Interest
Responsibility
❑ Motivational factors - Their absence does not
Recognition
inhibit performance, but any addition to them
Advancement
increases efficiency

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 ✓ Lead a Team
✓ Support Team Performance

Here is what we learned ✓ Address and Remove Impediments,

Obstacles, and Blockers
✓ Manage Conflict
✓ Collaborate with Stakeholders
✓ Mentor Relevant Stakeholders
✓ Apply Emotional Intelligence to Promote
Teams

PMP Certification Training. PMP logo and the related statement is a certification mark of PMI, USA M-4.57