Leeson 4 Keep The Team On Track

e
ut
ib
tr
is
D
LESSON 4
KEEPING THE or
TEAM ON TRACK
e
• Lead a Team
at
• Support Team Performance

• Address and Remove Impediments,
lic
Obstacles, and Blockers

• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
up
• Apply Emotional Intelligence to

Promote Team Performance
D
ot
N
1
o
D
Licensed For Use Only By: Murugan K 8542542 Jan 2 2023 3:06AM
e
ut
ib
tr
is
D
or
e
at
lic
Lead a Team
up
TOPIC A
D
ot
N
2
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > LEAD A TEAM
tr
Deliverables and Tools
is
D
or
e
Vision / Mission document Diversity awareness
Leadership styles
at
Charter
Product box Influence matrix
lic
Reward and Recognition Plan Salience model

Power grids
up
Behavior modeling
Challenge status quo
Recognize contributions
D
Remove impediments
Communicate vision
ot
3
N
3
o
D
e
ut
ib
Leadership
tr
is
The project manager is the visionary
D
leader for the project.
✓ Educate the team and other
stakeholders about project value
delivery
or
✓ Promote teamwork and
e
collaboration
at
✓ Remove roadblocks
lic
Promote the project’s mission and value

to inspire the team, keep them focused
and feel part of the organization’s
up
mission.
D
ot
4
N
4
o
D
e
ut
ib
Leadership Skills
tr
is
✓ Conflict management
D
✓ Cultural awareness
or
✓ Decision making
✓ Facilitation
e
✓ Meeting management
at
✓ Negotiation
lic
✓ Networking
✓ Observation/conversation
up
✓ Servant Leadership
✓ Team building
D
ot
N
5
o
D
e
ut
ib
Diversity Awareness and Cultural Competencies
tr
is
D
Use a leadership
or
approach and style
that best suits the
situation and the
Understand that
motivations and working
Be mindful of stakeholders.
e
individual and team styles of individuals and
aims and working groups vary based on
at
relationships. experiences, age, culture,

job roles, and other
lic
influences.
Projects with diverse

locations, industries,
up
.
stakeholders, and
cultures require
communication and
D
openness to build trust

ot
N
6
o
D
e
ut
Leadership ≠
ib
Management
tr
is
D
or
e
at
lic
up
D
ot
7
N
7
o
D
e
ut
ib
Lead and Manage
tr
is
Let’s reflect on two of the project manager’s roles to understand the difference.
D
or
e
at
lic
up
D
ot
8
N
8
o
D
e
ut
ib
Leadership Traits
tr
is
D
Strong personal ethics, integrity, and
trustworthiness
or
e
Interpersonal skills (communicator,
at
collaborator, motivator)
lic
up
Conceptual and analytical skills

D
ot
9
N
9
o
D
e
ut
ib
Servant Leadership
tr
is
D
or
DEFINITION
e
The practice of leading through service to the
team, by focusing on understanding and
at
addressing the needs and development of team

members in order to enable the highest possible
lic
team performance.
up
D
ot
10
N
10
o
D
e
ut
ib
Servant Leadership
tr
is
✓ Facilitate rather than manage
D
✓ Provide coaching and training
✓ Remove work impediments

or
e
✓ Focus on accomplishments
at
lic
up
D
ot
11
N
11
o
D
e
ut
ib
Challenge the Status Quo
tr
is
✓ Let past experiences and processes
D
provide guidance to but not dictate
your actions.
or
✓ Commit to a growth mindset to
continuously improve and innovate, to
e
find new ideas and perspectives.
at
✓ Discover the best approach through

challenge and introspection.
lic
✓ Avoid complacency and blind

acceptance.
up
D
ot
12
N
12
o
D
e
ut
ib
360 View
tr
of Stakeholders
is
D
✓ Good leadership is based
partially on your influence and
the influence of the other
project stakeholders.
or
Salience Model
e
✓ Use tools and techniques to
at
ensure that you understand

your stakeholders. Some
examples:
lic
Power/Impact/Interest
Grid
up
D
Directions of Influence
ot
13
N
13
o
D
e
ut
ib
Team Building
tr
is
D
✓ Cohesion and solidarity help teams
perform better.
or
✓ Good leadership facilitates the
bonding between project team
e
members.
at
✓ Team-building activities build unity,

trust, empathy, and focus on the team
lic
over the individual.

up
D
ot
N
14
o
D
e
ut
ib
Team Building
tr
Use rewards and recognition to keep teams motivated.
is
D
Rewards Recognition
✓ Tangible, consumable items

or ✓ Intangible, experiential event
✓ A specific outcome or
e
✓ Acknowledge behavior rather
achievement achieved than outcome
at
✓ Definite start and finish, or fixed ✓ Not restricted to a set time

lic
time
✓ Usually not expected by
✓ Usually expected when goal is recipient
up
met
Motivate towards a specific To increase recipient’s

D
outcome; never without feeling of appreciation; can

recognition too. be given without a reward
ot
N
15
o
D
e
ut
ib
GUIDELINES
tr
Lead a Team
is
D
• Use emotional intelligence and other leadership methods to motivate your
team.
or
• Adapt your leadership style to work best with each stakeholder.
• Establish good communication among team members, internally and
externally.
e
at
• Monitor performance of team members on an ongoing basis.

• Manage conflict.
lic
• Establish an issues log to track and assign project issues.

up
D
ot
16
N
16
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Support Team Performance

up
TOPIC B
D
ot
N
17
17
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > SUPPORT TEAM PERFORMANCE
tr
is
D
or
e
RACI matrix RACI matrix
at
Management by Objectives Task boards

Benchmarking Performance tracking tools
lic
Performance reports Information Radiators

Burnup charts
up
Earned Value
Throughput metrics
Cycle time
D
Value stream map

ot
18
N
18
o
D
e
ut
ib
tr
Key Performance Indicators (KPIs)
is
D
or
DEFINITION
e
Metrics used to evaluate an organization’s
at
progress toward meeting its goals and

objectives. Usually defined by organizational
lic
leadership.
up
D
ot
19
N
19
o
D
e
ut
ib
tr
Strive to shape a team with a healthy culture
of working autonomy and a shared sense of
is
responsibility for their work.
D
or
e
at
lic
up
D
ot
N
20
o
D
e
ut
ib
Team Structure and
tr
Workspaces
is
D
✓ Team environments are physical Facilitate fluid
and virtual. engagement of
✓ Factor in environment and

or team
members. . .
location to team performance.

e
at
✓ Foster meaningful interaction–

…so they can
this is a core tenet of agile. take initiative
lic
when needed.
✓ Respect agreed team working
hours and practices.
up
D
ot
N
21
o
D
e
ut
ib
Use shared workspaces to foster
tr
informal and immediate collaboration.
is
D
or
e
at
lic
up
D
ot
22
N
22
o
D
e
ut
ib
Team members need to be able to contribute
tr
from everywhere and at any time.
is
D
or
e
at
lic
up
D
ot
23
N
23
o
D
e
ut
ib
Empowerment and
tr
Unity
is
D
✓ Empower them to make timely
decisions.
✓ Encourage the team’s sense of

or
ownership of the work.
e
✓ Encourage the team to foster
at
collaborative work and decision

lic
making.
✓ Prioritize team unity. Individual

up
contributions are important, but team

unity is critical.
D
ot
24
N
24
o
D
e
ut
ib
Autonomy and
tr
Teamwork
is
D
Know when to interfere. In general, people
work more productively when granted
or
autonomy.
Include the team in:
✓ Clarifying and prioritizing
e
requirements
at
✓ Splitting requirements into tasks
✓ Estimating effort
lic
up
D
ot
25
N
25
o
D
e
ut
ib
Keep the Tone
tr
Positive and Fluid
is
D
✓ Establish a culture of fluid
communication and
or engagement in a workspace
that promotes positive
interactions.
e
at
✓ It makes leading and managing

a team easier.
lic
up
D
ot
26
N
26
o
D
e
ut
ib
Team Building Activities
tr
is
✓Also known as “team-building strategies”
D
✓Formal or informal
✓Brief or extended or
✓Facilitate yourself or use a group facilitator
e
at
lic
up
D
ot
27
N
27
o
D
e
ut
ib
tr
is
D
or
e
Use team-building activities to
at
influence diverse individuals from

many functional areas, each with their
lic
own goals, needs, and perspectives, to

work as a cohesive team, for the good
up
of the project.
D
ot
28
N
28
o
D
e
ut
ib
Team Performance
tr
Assessments
is
D
✓ Improve team member interaction Can be formal
or informal
✓ Solve issues
✓ Deal with conflicts
or
✓ Improve team member skills and Assess
e
potential
competencies continually
at
✓ Increase team cohesiveness

lic
Identify
positives and
up
negatives
D
ot
29
N
29
o
D
e
ut
ib
Performance
tr
Assessment Tasks
is
D
✓ Compare performance to goals
✓ Reclarify roles and responsibilities
✓ Deliver positive as well as negative
or
feedback
e
✓ Discover unknown or unresolved
at
issues
✓ Create and monitoring individual
lic
training plans
✓ Establish future goals
up
D
ot
30
N
30
o
D
e
ut
ib
Team
tr
Development
is
D
✓ Is a process which can progress and
regress
or✓ Acknowledges diversity and
promotes inclusivity
✓ Requires trust, communication, and
e
respect
at
✓ Takes effort!
lic
up
D
31
ot
N
31
o
D
e
ut
ib
Team Development Stages
tr
(Tuckman ladder)
is
D
Forming Team members get to know each other
and trust one another.
Storming
or
Team members begin to assert themselves
and control emerging issues.
e
at
Norming Team begins to work productively, without worrying

about personal acceptance or control issues.
lic
Team is working at optimum productivity and is

Performing
collaborating easily, communicating freely, and solving
up
its own conflict problems.

Adjourning Team members complete their assigned work and
shift to the next project or assigned task.
D
ot
32
N
32
o
D
e
ut
ib
Manage with
tr
Objectives
is
D
✓ Use clear objectives for a more
productive and driven team.
✓ Set objectives collaboratively with the
team.
or
e
✓ Create challenging, yet attainable
at
objectives.
✓ Conduct objective setting:
lic
− At the start of a project or phase

− Throughout the project life cycle,
up
as in an iteration planning session

D
ot
33
N
33
o
D
e
ut
ib
Feedback
tr
is
✓ Is crucial for any team, using any
D
methodology, in any environment.
✓ Discover the most appropriate and

timely means of feedback.
or
Splendid
Let’s ask the
– Public/private
work!
team for
e
– Individual/group suggestions to
at
improve!
✓ Give and receive constructive
lic
feedback freely.
up
D
ot
34
N
34
o
D
e
ut
ib
Performance Tracking Techniques
tr
is
D
Tool
Based on the Japanese management method of pulling cards to
or
Scrum/Agile/Kanban boards various stages as they are worked on, physical or electronic boards
can track work as it progresses across various stages or categories.
Measurement of the team’s work that has moved from one stage to
e
Throughput Metrics
another stage over a certain time.
at
Measurement of work that has progressed all the way from plan to
Cycle Time
completed or delivered.
Various measurements to track quality deliverables, defects, and
lic
Quality Metrics
acceptable output.
Earned Value Tracking cost and effort performance against a planned value.
up
Bar Charts (Gantt) Using the project schedule to track performance over time.
Measurement of total output from an iteration to attempt to predict
Velocity
future iteration outputs.
D
ot
35
N
35
o
D
e
ut
ib
tr
is
D
or
e
at
lic
up
The monetary value

D
of the work contribution is another way of

supporting and measuring performance.
ot
36
N
36
o
D
e
ut
ib
tr
Earned Value Management (EVM)
is
D
or
DEFINITION
e
A methodology that combines scope, schedule,
at
and resource measurements to assess project

performance and progress.
lic
up
D
ot
37
N
37
o
D
e
ut
ib
tr
is
In projects that use earned value management, the cost baseline is
D
referred to as the performance measurement baseline.
PV
Planned Value
• The authorized budget assigned
or
to scheduled work.
PV
e
AC
at
Earned Value
EV EV
lic
• The measure of work performed

expressed in terms of the
budget authorized for that work.
up
Actual Cost
AC • The realized cost incurred for
the work performed on an
D
activity during a specific time

period.
Schedule
And
Cost Variance
ot
38
N
38
o
D
e
ut
ib
tr
is
D
Planned Value
PV The authorized budget
EV = % work complete to date x budgeted cost
assigned to scheduled work.
Earned Value
400
or
EV The measure of work
e
performed expressed in
terms of the budget 300
at
authorized for that work.

$ (K)
lic
Actual Cost 200

AC The realized cost incurred for
the work performed on an
activity during a specific time
up
period. 100
D
Planned Value (PV) 0

Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC)
Time (months)
ot
39
N
39
o
D
e
ut
ib
EVM Measures for Schedule Control
tr
is
D
Schedule Variance - a measure of Schedule Performance Index - a
schedule performance expressed as measure of schedule efficiency
the difference between the EV and
the PV.
or
expressed as the ratio of EV to PV.
▪ An SPI number greater than 1.0

e
▪ A positive SV indicates a project is
ahead of schedule. indicates a project is ahead of
at
▪ A zero SV indicates a project is on schedule.

schedule. ▪ An SPI of 1.0 means the project is
lic
▪ A negative SV indicates a project is on schedule.

behind schedule. ▪ An SPI number less than 1.0
indicates a project is behind
up
schedule.
(SV = EV - PV) (SPI = EV / PV)

D
ot
40
N
40
o
D
e
ut
ib
EVM Measures for Cost Control
tr
is
D
Cost Variance - the amount of Cost Performance Index - a
budget deficit/surplus at a given measure of the cost efficiency of
point in time, expressed as the
difference between EV and AC.
or
budgeted resources expressed as
the ratio of EV to AC.
▪ An CPI number greater than 1.0
e
▪ A positive CV indicates a project is
ahead of schedule. indicates a project is ahead of
at
▪ A zero CV indicates a project is on schedule.

schedule. ▪ An CPI of 1.0 means the project is
lic
▪ A negative CV indicates a project is on schedule.

behind schedule. ▪ An CPI number less than 1.0
indicates a project is behind
up
schedule.
(CV = EV - AC) (CPI = EV / AC)

D
ot
41
N
41
o
D
e
ut
ib
Estimate at Completion Analysis
tr
is
Estimate At Completion (EAC) - The current projected final cost of the project.
D
or
e
at
Calculated from the following

lic
Based on the current spending formula, where BAC is the

efficiency (the CPI). projected budget at
completion:
up
D
ot
N
42
o
D
e
ut
ib
Estimate at Completion Analysis
tr
is
Estimate To Complete (ETC) - The amount of money needed to
complete the project.
D
or
e
at
Based on the current

lic
Calculated using the

spending efficiency of the
formula below:
project.
up
D
ot
N
43
o
D
e
ut
ib
Performance Report Types
tr
is
Type Description
D
Information Radiators Big visual boards to display in high traffic public locations about the project and the
advancement of the project. The aim is to radiate information to all about the project
work.
Burndown Chart
Burnup Chart
or other time period.
or
A graph to show the progress by plotting the burning down of work during an iteration
A graph to show the progress and gains made by the project team over time.
e
Earned Value Graphs and values based on the earned value management (EVM) equations.
Management Reports
at
Variance Analysis Reports Graphs and their analysis comparing actual results to expected results.
lic
Work Performance The physical or electronic representation of work performance information compiled in
Reports project documents, intended to generate decisions, actions, or awareness.
up
Quality Reports Charts and reports based on the quality metrics collected.
Dashboards Physical or electronic summaries of the progress, usually with visuals or graphics to
represent the larger data set
Task Boards Physical or electronic depictions of the work that must be done and their current state.
D
ot
44
N
44
o
D
e
ut
ib
tr
Value Stream Map
is
D
or
DEFINITION
e
A lean enterprise technique used to document,
at
analyze, and improve the flow of information or

materials required to produce a product or
lic
service for a customer.

up
D
ot
45
N
45
o
D
e
ut
ib
Value Stream Map
tr
is
D
Production
Supplier
Plan Customer
or
Information Flow
e
2x Product Flow Daily
at
Daily
lic
Receiving Process Process Process Process Shipping

up
4 days 2 days 1 day 1 day 1 hour

1 day 2 min 4 hours 1 hour
D
Time Ladder
ot
N
46
o
D
e
ut
ib
Retrospectives and Lessons Learned
tr
is
D
✓ Gather data on improvements
and recognize successes.
or
✓ Review what went well and
what could have been better.
e
✓ Involve everyone and respect
their input.
at
✓ Avoid the blame game and

lic
focus on learning and growth

opportunities
up
D
Agile Retrospectives – Lessons Learned –

held as necessary at the end of
ot
throughout the project projects

47
N
47
o
D
e
ut
ib
Implement Results of
tr
Retrospectives/Lessons
is
Learned
D
✓ Rank the opportunities by importance
and urgency.
or
✓ Incorporate tasks necessary to realize
e
the improvements.
at
✓ Apply ideas to the team environment.

lic
up
D
ot
48
N
48
o
D
e
ut
ib
tr
GUIDELINES
Conduct a Retrospective
is
D
• Prepare some ideas or areas of focus in case the team needs inspiration or ideas.
• Make two columns on a board: “What Went Well” and “What Could Be Improved”.
first column.
or
• Ask attendees to identify items that went well in the iteration and add them to the
• Ask them to identify items that could be improved and add them to the second list.
e
• Allow each participant to identify the reason for the improvement.
at
• Moderate a conversation about common items that need improvement and mark
those.
lic
• Narrow the list down to a few areas for improvement that will bring value in the
next Sprint.
• Get team consensus on the plan improvement.
up
• Update these tasks to the Product Backlog after a discussion

with the Product Owner.
D
• Implement changes.
ot
49
N
49
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Address and Remove Impediments,

Obstacles, and Blockers
up
TOPIC C
D
ot
N
50
50
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > ADDRESS AND REMOVE IMPEDIMENTS,
tr
OBSTACLES, AND BLOCKERS
is
D
or
e
Backlog (reprioritized) Daily standup
at
Updated risk register Sprint reviews

Action plans Risk reviews
lic
Updated impediment task board Backlog assessment

up
D
ot
51
N
51
o
D
e
ut
ib
Impediments,
tr
is
Obstacles, and
D
Blockers
or
e
at
lic
up
D
ot
52
N
52
o
D
e
ut
ib
Impediments
tr
is
D
or
DEFINITION
e
at
Situations, conditions, and actions that slow

down or hinder progress.
lic
up
D
ot
53
N
53
o
D
e
ut
ib
Obstacles
tr
is
D
or
DEFINITION
e
at
Barriers that should be able to be avoided or

overcome with some effort or strategy.
lic
up
D
ot
54
N
54
o
D
e
ut
ib
Blockers
tr
is
D
or
DEFINITION
e
at
Events or conditions that cause stoppages in

the work or advancement.
lic
up
D
ot
55
N
55
o
D
e
ut
ib
tr
Impediments, Obstacles, and Blockers
is
D
The company has
The team can’t
agree on a
or
Construction can’t
begin before permits
halted the use of
the product until a
solution! are granted! new contract is
e
signed!
at
lic
up
D
ot
56
N
56
o
D
e
ut
ib
Assess Product
tr
Backlog Continually assess the
is
backlog for potential
impediments, obstacles, and
blockers.
D
✓ Work to be done is also called a
product backlog.
✓ Use backlog assessments and

or Evaluate impediments
against pending work.
refinements to explore
e
alternatives to overcome or avoid
at
risks, such as removing work Also assess scheduled

items or blockages. activities and other lists of
work items.
lic
The team and business

up
stakeholders must assess the

work backlog work in terms
of value and priority.
D
ot
57
N
57
o
D
e
ut
ib
Daily Standup (Daily Scrum)
tr
is
D
or
DEFINITION
e
A brief, daily collaboration meeting in which the
team reviews progress from the previous day,
at
declares intentions for the current day, and

highlights any obstacles encountered or
lic
anticipated.
up
D
ot
58
N
58
o
D
e
ut
ib
Daily Standup
tr
is
✓ Conducted at a designated time (in
the team “ground rules”).
D
✓ Mandatory attendance of everyone in
or the Sprint.
✓ During the meeting, answer:

e
at
− What’s been done since the last

meeting?
lic
− What needs to be done before the

next meeting?
up
− What does anyone need help with?

D
ot
59
N
59
o
D
e
ut
ib
Tracking
tr
Impediments
is
D
Tracking impediments as they are
raised, addressed, and resolved, to
or ensure communication and
oversight.
e
Track impediments with:
at
✓ Issue log
✓ Kanban (task) board

lic
✓ Software applications
Capture the status and efforts

up
associated with the identified

impediments.
D
ot
60
N
60
o
D
e
ut
ib
Risk Reviews/
tr
Risk Register
is
D
✓ Impediments may be due to, or a
result of, project risks or issues.
✓ Risks raised formally during the

or
daily standup meetings, iteration
e
reviews, or informally, are added
at
to the risk register.

lic
✓ Newly identified and existing

risks are updated based on the
current knowledge and situation.
up
D
ot
61
N
61
o
D
e
ut
ib
Handle
Impediments as
tr
a Servant Leader
is
D
Aim to clear an unobstructed path for
the team so they can contribute and
deliver.
or
Optimize the workplace to be free of
e
obstacles and other impediments.
at
✓ Create the right team space
✓ Focus efforts on work

lic
✓ Remove distraction, non-value

work, and other confusion
up
Take on most of the burden of

addressing and removing impediments
so the team can do their best work.
D
ot
62
N
62
o
D
e
ut
ib
GUIDELINES
tr
Working with External Stakeholders, Other
is
Projects, and Work Demands
D
• Work with the team to assess and evaluate the impediment.
or
• Review previous attempts or efforts to fix the problem.
• Discuss impact and solutions.
e
• Connect the impediment to the external source.
at
• Establish a single point of contact (SPOC) within the team, typically the
project manager or person with the most subject matter knowledge.
lic
• Shield the rest of the team to focus on other work.

• Create action plan and schedule.
up
• Follow up and communicate per agreements.

• Document resolution and lessons learned for
D
future reference.
ot
63
N
63
o
D
e
ut
ib
GUIDELINES
tr
Prioritize Critical Impediments, Obstacles,
is
and Blockers
D
• Define the prioritization categories appropriate for team, project, and/or
organization.
• Redefine levels as needed.
or
e
• Anchor the priority levels with real examples.
at
• Clarify the new and still open impediments.

• Review the impact or potential impact to the team and to the project
lic
objectives.
• Assign a priority to each impediment as a team or a selected subgroup
up
based on connection to the impediment

• Communicate the priorities in a visible place, such as an information
radiator.
D
• Create action plans for the highest priority impediments.

ot
• Continually reassess for impediments, obstacles, and

blockers. 64
N
64
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Manage Conflict
up
TOPIC D
D
ot
N
65
65
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > MANAGE CONFLICT
tr
is
D
or
e
Team charter or Ground Rules Conflict management theory
at
Updated RACI matrix Change management theory

Conflict management models
lic
Conflict resolution strategies

Emotional Intelligence
up
Active listening
Empathy
D
ot
66
N
66
o
D
e
ut
ib
The Project
tr
Manager’s Role
is
D
✓ While all stakeholders are responsible
for managing conflict, your job is to
heavily influence the direction and
handling of conflict.
or
✓ Use interpersonal and team skills to
e
ensure positive results when handling
conflict.
at
✓ In agile projects, you facilitate conflict

lic
resolution while the team is empowered

to resolve conflicts.
✓ As a servant leader, you assist in the
up
removal of impediments or sources of

conflict.
D
ot
67
N
67
o
D
e
ut
ib
Skills and Leadership
tr
Techniques
is
D
In addition to the conflict management
techniques we discuss shortly, also use
your interpersonal skills to address conflict:
✓ Emotional Intelligence
or
e
✓ Influencing
✓ Leadership
at
✓ Decision-Making
lic
up
D
ot
68
N
68
o
D
e
ut
ib
Causes of Conflict
tr
is
✓ Competition
D
✓ Differences in objectives, values,
and perceptions
✓ Disagreements about role
requirements, work activities,
or
and individual approaches
e
✓ Communication breakdowns
at
lic
up
D
ot
69
N
69
o
D
e
ut
ib
Conflict Management
tr
is
D
or
DEFINITION
e
at
Application of one or more strategies to deal

with disagreements.
lic
up
D
ot
70
N
70
o
D
e
ut
ib
Conflict Management
tr
is
Effective conflict management leads
to:
D
✓ Improved understanding
✓ Better performance
✓ Higher productivity
or
e
at
lic
Ineffective conflict
management leads to:
up
✗ Destructive behavior
✗ Animosity
✗ Poor performance
D
✗ Reduced productivity
ot
71
N
71
o
D
e
ut
ib
Conflict Management Approaches
tr
is
D
Smooth/
Accommodate
or
e
Collaborate/
at
Withdraw/
Avoid Problem Solve
lic
up
Compromise
Force/Direct /Reconcile
D
ot
72
N
72
o
D
e
ut
ib
Conflict Management
tr
Approaches (1 of 2)
is
D
Smooth/Accommodate
✓ Emphasize areas of agreement
✓ Concede position to maintain
harmony and relationships
or
e
Withdraw/Avoid
at
✓ Retreat from the situation

lic
✓ Postpone the issue
Collaborate/Problem Solve
up
✓ Incorporate multiple viewpoints

✓ Enable cooperative attitudes and
D
open dialogue to reach consensus

and commitment
ot
73
N
73
o
D
e
ut
ib
Conflict Management
tr
Approaches (2 of 2)
is
D
Force/Direct
✓ Pursue your viewpoint at the expense
of others
✓ Offer only win/lose solutions
or
e
Compromise/Reconcile
at
✓ Search for solutions that partially

lic
satisfy everyone
✓ Compromise to temporarily or
partially resolve the conflict
up
D
ot
74
N
74
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Collaborate with Stakeholders

up
TOPIC E
D
ot
N
75
75
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > COLLABORATE WITH STAKEHOLDERS
tr
is
D
or
e
Stakeholder Register Facilitated Workshops
at
Stakeholder Engagement Plan

Stakeholder Management Plan
lic
up
D
ot
76
N
76
o
D
e
ut
ib
Engaging Stakeholders
tr
is
D
or
e
at
lic
up
✓ Trust
✓ Collaboration
D
✓ Productive working
ot
77
N
77
o
D
e
ut
ib
Stakeholder Engagement Plan
tr
is
D
or
DEFINITION
e
Identifies the strategies and actions required to
at
promote productive involvement of stakeholders

in project or program decision making and
lic
execution.
up
D
ot
78
N
78
o
D
e
ut
Effective
ib
collaboration
tr
is
builds trust
D
between all
or parties.
e
at
lic
up
D
ot
79
N
79
o
D
e
ut
ib
Collaboration
tr
is
Optimize understanding of aims and expectations
through open dialogue and meaningful
D
communication.
or
Accept that each person’s involvement and
engagement level may fluctuate during project.
e
Keep discussions transparent to ensure
at
stakeholders are knowledgeable and expectations

are set.
lic
Leverage communication and interpersonal skills,

feedback, and meeting management to maximize
up
feedback loop and stakeholder engagement.

D
ot
80
N
80
o
D
e
ut
ib
Collaboration Activities
tr
is
D
Nearly constant engagement is
recommended
or
Base the frequency of engagement on
mutual needs and expectations
e
at
Activities that encourage regular

collaboration include:
• Daily stand-up meetings
lic
• Co-locating teams for face-to-face

communication
• Scheduled sessions e.g. milestone
up
reviews, backlog grooming sessions,

and project update meetings
D
Determine and optimize collaborative

activities as an ongoing team effort
ot
N
81
o
D
e
ut
ib
GUIDELINES
tr
Develop a Stakeholder Engagement Plan –
is
(Part 1 of 2)
D
• Review project artifacts:
or
− Project management plan - life cycle selected for the project, how work
will be executed, how resource requirements will be met, how changes will
be monitored and controlled, and the need and techniques for
e
communication among stakeholders.
at
− Stakeholder register - how to appropriately engage stakeholders.

• Organizational culture, structure, and political climate - determine best
lic
options to support an adaptive process for engaging stakeholders.

• Lessons-learned database and historical information - insight on previous
up
stakeholder engagement plans and their effectiveness.

D
ot
82
N
82
o
D
e
ut
ib
GUIDELINES
tr
Develop a Stakeholder Engagement Plan –
is
(Part 2 of 2)
D
or
• Use expert judgment to decide on the level of engagement required from
each stakeholder at project stages.
• Hold meetings with experts and the project team to define the required
e
engagement levels of all stakeholders.
at
• Use analytical techniques to classify the level of engagement for

stakeholders.
lic
• Document the stakeholder engagement plan.

up
D
ot
83
N
83
o
D
e
ut
ib
Maximize Meeting
tr
Time
is
D
✓ Be organized
or ✓ Timebox
✓ Collaborate
e
at
lic
up
D
ot
84
N
84
o
D
e
ut
ib
GUIDELINES
tr
Facilitating a Meeting
is
D
• Ensure meetings are appropriate to the stakeholder’s engagement level.
• Set and distribute an agenda before the meeting.
or
• Allow stakeholders to review and change the agenda.
• Start meetings promptly to support a sense of urgency.
e
• Timebox meetings.
at
• Allow others to speak and share.

• Take notes or record the meeting, with permission.
lic
• Keep meeting discussions on topic. Save off-topic discussions for another

time.
up
• Recap the meeting and assign action items.

• Thank everyone for attending.
D
• Adjourn the meeting per the scheduled time or earlier.

ot
• Distribute the meeting notes or recording.

85
N
85
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Monitor Relevant Stakeholders

up
TOPIC F
D
ot
N
86
86
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > MONITOR RELEVANT STAKEHOLDERS
tr
is
D
or
e
Training and Mentoring Plan Group Coaching
at
Training Effectiveness Assessment Teaching and Training

Training Schedule Facilitation
lic
Transformation Skills
up
D
ot
87
N
87
o
D
e
ut
ib
Interacting with
tr
Relevant Stakeholders
is
Examples of how to interact with
D
relevant stakeholders:
✓ When refining the backlog, mentor
the Product Owner on best
practices.
or
e
✓ When onboarding a new project
team member, guide them on
at
team processes.
✓ When a team member must
lic
purchase material for the project,

show them the procurement best
practices and processes for the
up
organization.
D
ot
88
N
88
o
D
e
ut
ib
Coaching and Mentoring
tr
is
Coach and mentor
D
others to help them
improve.
or Raise team abilities to increase
their output and value.
e
at
Increase the knowledge base and

skill sets of all project
stakeholders to promote more
lic
successful and effectively

managed projects.
up
Start mentoring relevant

stakeholders in a project and
expand your mentoring
D
reach into throughout the

organization.
ot
N
89
o
D
e
ut
ib
Make Time for
tr
Mentoring and Coaching
is
D
or
e
at
lic
up
D
ot
90
N
90
o
D
e
ut
ib
Individual Mentoring
tr
and Coaching
is
D
✓ Encourage others to take lead on
activities
✓ Facilitate meetings and sessions
or
✓ Practice taking on new roles
e
✓ Use informal opportunities
at
✓ Create formal opportunities

lic
✓ Transfer skills
✓ Model behaviors
up
✓ Encourage teammates to assist

each other
D
ot
91
N
91
o
D
e
ut
ib
Share Explicit Knowledge
tr
with an Individual while
is
Performing a Task
D
✓ Encourage self-organization and initiative
or
✓ Facilitate opportunities for others to
practice project management tasks
e
✓ Coach individuals on how to contribute to
other project roles
at
✓ Coach an individual with tacit knowledge

lic
✓ Lead formal training sessions

✓ Pass on and practicing skills
up
✓ Demonstrate desired skills and best

practices every day
✓ Self-organizing teams coach and mentor
D
each other every day in their work

ot
92
N
92
o
D
e
ut
ib
Mentor and Coach
tr
as a Group
is
D
✓ Mentoring and coaching also occurs in
whole team settings.
or
✓ Everyone learns when you demonstrate
the best way to complete a project
management task.
e
at
✓ Call out and explain actions and their

causes or motivations.
lic
✓ Allow others in the group to contribute

and guide the practice.
up
✓ The entire team learns and grows as a

unit.
D
ot
93
N
93
o
D
e
ut
ib
Training and
tr
Sharing Plans
is
D
✓ Set aside time for sharing and
learning to increase the opportunities
to capitalize on mentoring.
✓ Establish formal or informal plans for

or
e
training and sharing.
at
✓ Leverage retrospectives and lessons

learned sessions to call out
lic
successes and failures in project

management and operation.
up
✓ Schedule training sessions to

formalize mentoring and coaching.
D
These sessions can be facilitated by

anyone.
ot
94
N
94
o
D
e
ut
ib
Facilitation
tr
is
✓ Take the lead in facilitating project
D
management activities.
✓ Model good project facilitation skills
so others can learn.
✓ Encourage participation from
or
e
stakeholders to build their knowledge
and comprehension.
at
✓ Guide and offer advice to provide

lic
relevant feedback to help people grow

in confidence.
✓ Increase the abilities of all project
up
stakeholders to increase success.

When all contribute, all gain.
D
ot
95
N
95
o
D
e
ut
ib
Transformation
tr
Skills
is
✓ Support co-workers to support the
D
business - Supporting business
transformations requires patience
and compassionate mentoring. or
e
✓ Enable an agile operating system -
You will be required to coach team
at
members when introducing new

methods such as agile.
lic
✓ Keep knowledge current - In today’s

up
digital world, the skill set being used

today may be obsolete or limited
tomorrow.
D
ot
96
N
96
o
D
e
ut
ib
tr
is
D
or
e
at
lic
Apply Emotional Intelligence to

Promote Team Performance
up
TOPIC G
D
ot
N
97
97
o
D
e
ut
ib
KEEPING THE TEAM ON TRACK > APPLY EMOTIONAL INTELLIGENCE TO PROMOTE
tr
TEAM PERFORMANCE
is
D
or
e
Personality Profile Assessments Emotional Intelligence
at
Communications plan Empathy

Motivation Triggers Listening skills
lic
Performance Reports Transparency

Risk Register Problem solving
up
Motivational models
D
ot
98
N
98
o
D
e
ut
ib
Emotional Intelligence
tr
is
Count on your soft skills to help
D
Personal Skills:
✓ Self-awareness
✓ Self-regulation
✓ Motivation
or
e
Interpersonal Skills:
at
✓ Social skills
lic
✓ Empathy
up
D
ot
N
100
o
D
e
ut
ib
Self-Awareness Elements
tr
is
D
• Knowing feelings.
Emotional • Perceiving connections between

feelings and behavior.
or
Awareness •
•
Recognizing how emotions affect
performance.
Being conscious of values, goals.
e
• Perceiving strengths and
Accurate self- weaknesses.
at
assessment •
•
Becoming aware of blind spots.
Knowing emotional triggers.
lic
• Expressing potentially unpopular

opinions.
• Taking risks.
Self-confidence • Displaying poise, self-assurance.
up
• Having knowledge of self-esteem,

proficiencies.
• Being decisive.
D
ot
101
N
101
o
D
e
ut
ib
Self-Regulation Self-control
tr
• Remaining cool under
Elements pressure.
is
• Staying focused in a stressful
environment.
• Controlling rash, destructive
D
emotions.
Innovation
• Producing fresh ideas.
• Considering innovative
answers to problems.
or Trustworthiness
• Acknowledging errors,
challenging others’ immoral
• Embracing new approaches conduct.
e
and possibilities. • Establishing confidence via
at
• Looking for novel ideas. reputation for honesty,

credibility.
• Standing by principles.
lic
Adaptability • Behaving in morally correct

way, above suspicion.
• Adapting to changing events.
up
• Interpreting events in a
flexible way. Conscientiousness
• Handling numerous demands • Having well-ordered,
and changing priorities.
meticulous approach to work.
D
• Being accountable for fulfilling

goals.
• Satisfying obligations,
ot
delivering on promises.
102
N
102
o
D
e
ut
ib
Interpersonal
tr
and Team Skills
is
D
✓ Active listening
✓ Communications styles
assessment
or
e
✓ Emotional intelligence
at
✓ Influencing
lic
✓ Motivation
✓ Nominal group technique
up
✓ Political awareness
✓ Transparency
D
ot
103
N
103
o
D
e
ut
ib
Motivation Elements
tr
is
D
Commitment Achievement
Drive
or Initiative Optimism
✓ Making decisions ✓ Working above- ✓ Hoping to

e
based on team's ✓ Setting tough and-beyond succeed instead
toward goals. of fearing failure.
at
core principles. goals, taking

✓ Realizing benefit chances. ✓ Inspiring others ✓ Seeing reversals
in comprehensive ✓ Driving hard to through as events caused
lic
quest. get results. extraordinary by controllable

✓ Sacrificing to ✓ Discovering feats. factors.
fulfill company how to upgrade ✓ Cutting through ✓ Working toward
up
goal. capabilities. rules to finish goals regardless

✓ Searching for ✓ Striving to job. of barriers.
opportunities to minimize ✓ Seizing
D
achieve team's uncertainty. opportunities.

mission.
ot
104
N
104
o
D
e
ut
ib
Empathy
tr
is
The ability to understand the feelings of
D
another, to see from their point of view.
The capacity to empathize is a powerful

or
tool. It provides a foundation for
understanding the motivations of other
people.
e
at
lic
up
D
ot
105
N
105
o
D
e
ut
ib
Empathy – Looking Inward
tr
is
D
Understanding Others Service Orientation
✓ Serving others based

on needs.
or
✓ Happily providing
proper help.
✓ Understanding
e
✓ Observing emotional customers’ point of
at
cues and listening view.

carefully.
lic
✓ Seeking strategies to
✓ Displaying tact and increase consumers'
appreciating others' satisfaction.
up
points of view. ✓ Recognizing

consumers’ needs.
D
ot
106
N
106
o
D
e
ut
ib
Empathy – Looking Outward
tr
is
Developing Leveraging Political Awareness
D
Others Diversity
✓ Appreciating various ✓ Understanding
✓ Recognizing,
rewarding associates'
achievements
or
ideologies. political truths and
realities of
✓ Creating conditions
companies.
e
✓ Providing helpful where different types
at
criticism. of groups can thrive. ✓ Grasping

✓ Showing influences that set
✓ Coaching and opinions of clients,
lic
consideration for
mentoring. consumers, rivals.
diverse groups.
✓ Recognizing
up
✓ Objecting to
discrimination and critical social
bigotry. systems.
D
✓ Correctly
interpreting power
ot
connections.
107
N
107
o
D
e
ut
ib
Social Skills -
tr
Elements
is
D
✓ Communication
✓ Building Bonds
✓ Collaboration/Cooperation
or
e
✓ Change Catalyst
at
✓ Conflict Management
✓ Influence
lic
✓ Leadership
up
✓ Team Capabilities
D
ot
108
N
108
o
D
e
ut
ib
Social Skills Elements
tr
(Part 1 of 4)
is
Communication
D
✓ Managing tough problems directly.
✓ Effectively exchanging information.
✓
✓
Cultivating clear communication.
Achieving a mutual awareness.
or
e
Building Bonds
at
✓ Building connections with

colleagues.
lic
✓ Establishing large, casual networks.

✓ Keeping others informed.
up
✓ Seeking mutually rewarding

relationships.
D
ot
109
N
109
o
D
e
ut
ib
tr
(Part 2 of 4)
is
Collaboration/Cooperation
D
✓ Fostering a collaborative environment.
✓ Cultivating options for cooperation.
✓ Balancing job duties and professional
relationships.
or
✓ Working together; sharing strategies,
e
knowledge, assets.
at
Change Catalyst
lic
✓ Challenging current situation to appeal

for change.
up
✓ Advocating for change.

✓ Appreciating importance of change.
✓ Exhibiting change anticipated of others.
D
ot
110
N
110
o
D
e
ut
ib
tr
(Part 3 of 4)
is
Conflict Management
D
✓ Detecting clashes, moving disputes
into the open.
✓ Managing difficult individuals.
✓ Urging open discussion of issues.
or
e
✓ Engineering resolution for both sides.
at
Influence
lic
✓ Polishing presentations.
✓ Winning people over.
✓ Coordinating impressive events to sell
up
an idea.
✓ Building solidarity and approval.
D
ot
111
N
111
o
D
e
ut
ib
tr
(Part 4 of 4)
is
Leadership
D
✓ Stimulating interest for collective
vision and goal.
✓ Modeling effective leadership.
✓ Taking on leadership role regardless
or
e
of official title.
✓ Directing others' performance.
at
lic
Team Capabilities
✓ Building team character.
up
✓ Attracting group members.

✓ Displaying team characteristics.
✓ Safeguarding team and its good
D
name.
ot
112
N
112
o
D
e
ut
ib
Organizational Theory
tr
is
D
or
DEFINITION
e
The study of how people, teams, and
at
organizations behave
lic
up
D
ot
113
N
113
o
D
e
ut
ib
Organizational Theory
tr
is
✓ Purpose of organizational theory
D
✓ Maximize efficiency and SELF-ACTUALIZATION
productivity or ESTEEM
✓ Solve problems
BELONGING
e
✓ Motivate people
at
SAFETY
✓ Meet stakeholder requirements
lic
✓ Common organizational theorists PHYSIOLOGICAL
✓ Maslow’s Hierarchy of Needs

up
✓ McGregor’s Theory X and Theory Y

✓ McClelland’s Achievement Theory
D
✓ Herzberg’s Motivation Theory

ot
N
114
o
D
e
ut
ib
Active Listening
tr
is
Repeat the gist of the
D
message
Reflecting
Verify your understanding
of the message
or Lean slightly toward the
speaker
e
Focus on the speaker at
Attending eye-level
at
Maintain eye contact

without staring
lic
Respond with non-verbal

up
gesture or verbal
response
Following Ask questions
Allow speaker a moment
D
to collect their thoughts

ot
N
115
o
D
e
ut
ib
GUIDELINES
tr
Building Emotional Intelligence with Key
is
Stakeholders
D
• Recognize your own emotions and behaviors.
or
• Assess how your emotions, attitudes, actions, behaviors control you.
• Observe how your emotions affect those around you.
e
• Take note of physical nonverbal cues of others, such as a shrug or smile.
at
• Interpret those cues against the context, situation, and your emotions.
• Remain mindful of the emotions of others.
lic
• Mirror the behaviors of others when suitable to become

better connected.
up
• Practice controlling or changing your emotions to better

suit the situation.
D
ot
116
N
116
o
D
e
ut
ib
tr
is
D
End of
or
e
Module
at
4
lic
up
D
ot
117
N
117
o
D

Leeson 4 Keep The Team On Track

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leeson 4 Keep The Team On Track

Uploaded by

Copyright:

Available Formats

e

• Support Team Performance

Obstacles, and Blockers

• Apply Emotional Intelligence to

Reward and Recognition Plan Salience model

Promote the project’s mission and value

relationships. experiences, age, culture,

Projects with diverse

openness to build trust

Conceptual and analytical skills

addressing the needs and development of team

✓ Remove work impediments

✓ Discover the best approach through

✓ Avoid complacency and blind

ensure that you understand

✓ Team-building activities build unity,

over the individual.

✓ Tangible, consumable items

✓ Definite start and finish, or fixed ✓ Not restricted to a set time

Motivate towards a specific To increase recipient’s

outcome; never without feeling of appreciation; can

• Monitor performance of team members on an ongoing basis.

• Establish an issues log to track and assign project issues.

Support Team Performance

Management by Objectives Task boards

Performance reports Information Radiators

Value stream map

progress toward meeting its goals and

✓ Factor in environment and

location to team performance.

✓ Foster meaningful interaction–

✓ Encourage the team’s sense of

collaborative work and decision

✓ Prioritize team unity. Individual

contributions are important, but team

✓ Splitting requirements into tasks

✓ It makes leading and managing

influence diverse individuals from

own goals, needs, and perspectives, to

✓ Increase team cohesiveness

Norming Team begins to work productively, without worrying

Team is working at optimum productivity and is

its own conflict problems.

− At the start of a project or phase

as in an iteration planning session

✓ Discover the most appropriate and

The monetary value

of the work contribution is another way of

and resource measurements to assess project

• The measure of work performed

activity during a specific time

authorized for that work.

Actual Cost 200

Planned Value (PV) 0

▪ An SPI number greater than 1.0

▪ A zero SV indicates a project is on schedule.

▪ A negative SV indicates a project is on schedule.

(SV = EV - PV) (SPI = EV / PV)

▪ A zero CV indicates a project is on schedule.

▪ A negative CV indicates a project is on schedule.

(CV = EV - AC) (CPI = EV / AC)

Calculated from the following

Based on the current spending formula, where BAC is the