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LESSON 11
LESSON

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CREATING A or
HIGH-
PERFORMING
e
TEAM
at

• Build a Team
lic

• Define Team Ground Rules

• Negotiate Project Agreements
• Empower Team Members and Stakeholders
up

• Train Team Members and Stakeholders

• Engage and Support Virtual Teams
• Build a Shared Understanding about
a Project
D
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1
N

1
o
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is
D
or
e
at
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Build a Team
up

TOPIC A
D
ot
N

2
o
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CREATING A HIGH-PERFORMING TEAM > BUILD A TEAM

tr
Deliverables and Tools

is
D
or
e
Skills list RACI matrix
at

Technology Pre-assignment tools

Resource Management Plan Virtual teams
lic

Rates
Resource assignment
up
D
ot

3
N

3
o
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Project Resource Management includes
the processes to identify, acquire and

tr
manage the human resources needed to
successfully complete a project.

is
D
or
e
at
lic
up
D
ot

4
N

4
o
D

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Project Team

tr
is
D
or
DEFINITION
e
A set of individuals who support the project
at

manager in performing the work of the project to

achieve its objectives.
lic
up
D
ot

5
N

5
o
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Project Teams

tr
is
To assemble your high-performing
project team:

D
✓ Estimate, acquire, and manage
teams of people as well as human
resources required outside of the
or
team - special skills.
e
✓ Create an effective team
at

environment with excellent

communication and talent
lic

development capabilities.

✓ Track team performance, create

up

and execute improvements based

on feedback, resolve issues, and
manage team personnel changes.
D
ot

6
N

6
o
D

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Project Team Member Requirements

tr
is
D
or
Ensure relevant skill Leverage core Adequate physical
e
sets to perform work competencies and resources
at

and produce the skills of general e.g. equipment

desired results. specialists to support
lic

other areas of the Other requirements

Avoid single-points- project. e.g. access rights
of-failure
up

e.g. a single resource

has a required skill.
D
ot

7
N

7
o
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Stakeholder

tr
is
D
or
DEFINITION
e
An individual, group, or organization that may
at

affect, be affected by, or perceive itself to be

affected by a decision, activity, or outcome of a
lic

project, programs, or portfolio.

up
D
ot

8
N

8
o
D

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Project Stakeholders

tr
is
D
Customers

Sponsors
or Suppliers
e
at

Managers Organization End users

lic
up

Employees Community
D

Government 9
ot

9
N

9
o
D

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Stakeholder Identification

tr
is
D
Identify the Create the
People or Register
✓ Usually done during project ✓ The stakeholder register
charter development; may be affected by
e
continues as needed. organizational environment
factors.
at

✓ Analyze and document

stakeholder interest, ✓ Project plans should
lic

involvement, describe stakeholders and

interdependencies, the planned engagement
influence, and potential model.
up

impact on project success.

✓ Refer to stakeholder
✓ Look for additional registers from previous
D

stakeholders in change projects.

logs, issue logs, or
requirement documents as
ot

work progresses. 10
N

10
o
D

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Stakeholder Identification -

tr
Tools & Techniques

is
D
✓ Expert judgment
✓ Data gathering
or
- Questionnaires and surveys
- Brainstorming
✓ Data analysis
e
- Stakeholder analysis
at

- Document analysis
✓ Stakeholder mapping
lic

• Two-dimensional grids
- Power/interest
up

- Power/influence
- Impact/influence
• Stakeholder cube
D

• Directions of influence
✓ Meetings
ot

11
N

11
o
D

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Stakeholder Register

is
D
or
DEFINITION A list of individuals or organizations who are
e
actively involved in the project, whose interests
at

may be negatively or positively affected by the

performance or completion of the project and
lic

whose needs or expectations need to be

considered.
up
D
ot

12
N

12
o
D

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Stakeholder Register

tr
is
D
or
e
at
lic
up
D
ot

13
N

13
o
D

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RACI Chart

is
D
or
DEFINITION
e
A common type of responsibility assignment
matrix (RAM)
at

Responsible, Accountable, Consulted, and

Informed statuses define the involvement of
lic

stakeholders in project activities.

up
D
ot

14
N

14
o
D

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RACI Chart - Example

tr
is
D
Quality
Project Engineering Purchasing Manufacturing
Assurance
Manager Manager Manager Manager
Manager
Create blueprints
A R
or C C
Manufacture
I A C R
e
circuit board
at

Test circuit board

I R A C
lic

Order components
C C I R A
Assemble
I C C R
up
D

R = Responsible A = Accountable C = Consulted I = Informed

ot

15
N

15
o
D

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Team Skills Appraisal

tr
is
Appraisals enable the team to holistically

D
identify its strengths and weaknesses,
assess opportunities for improvement,
build trust, and establish effective or
communication.
Appraisals might identify:
e
✓ Team preferences
at

✓ Aspirations

✓ Information processing and

lic

organization
✓ Decision making processes
up

✓ Interactions with other team members

D
ot

16
N

16
o
D

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Pre-Assignment Tools

tr
is
Assess candidates before assigning and confirming team roles.

D
or
Attitudinal Specific Structured
surveys assessments interviews
e
at
lic

Ability tests Focus groups

up
D
ot

17
N

17
o
D

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Diversity, Equity and

tr
Inclusion

is
Project teams are global and diverse

D
in culture, gender, physical ability,
language, etc.
Create an environment that optimizes
the team’s diversity and builds
or
climate of mutual trust.
e
Team development objectives should:
at

✓ Improve trust to raise team

morale, reduce conflict, and
lic

support teamwork.
✓ Create a collaborative culture to
improve individual and team
up

performance and facilitate cross-

training and mentoring.
✓ Empower the team to participate
D

in decision making and own the

solutions they create.
ot

18
N

18
o
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Resource Management Plan

is
D
or
DEFINITION
e
The project document that identifies resources
at

and how to acquire, allocate, monitor, and

control them.
lic
up
D
ot

19
N

19
o
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Resource Management Plan

tr
is
D
Roles and
Responsibilities or What’s in the Plan
✓ Role – A person’s function in a project ✓ Project Organization Chart –
visualization of team and reporting
e
✓ Authority - Rights to use resources, relationships
at

make decisions, accept deliverables.

✓ Project team resource management -
Team resource guidance – How to
✓ Responsibility - Assigned duties
lic

define, staff, manage, and release.

✓ Competence - Skills and capacities ✓ Training strategies and requirements
required
up

✓ Team development methods

✓ Resource controls – To manage
physical resources
D

✓ Recognition Plan - To reward/recognize

team members
ot

20
N

20
o
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Virtual Teams

tr
is
D
✓ Team members share
goals but spend little or no
time meeting face-to-
face.
or
e
✓ Addressing their needs
at

takes some different

skills.
lic
up
D
ot

21
N

21
o
D

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Virtual Team Considerations

tr
is
Avoids

D
Lowers
Can find Relocation
workplace
ideal skill
costs expenses
sets or
e
Bonding and
at

Enabling
Managing team dynamic
effective team
communications may be difficult
performance
to develop
lic
up

Trial Focus on calendar

management,
communications
Kanban boards and
D

technology for other information

discussion radiators
ot
N

22
o
D

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Assign Project

tr
Responsibilities

is
D
Tailor according to team, needs,
project.
Consider technical and “soft” factors:
• Experience, knowledge, skills
or
• Attitude, global/regional
e
representation
at

Agile - Self-organizing teams assess

lic

work requirements and determine

who will do the work.
up

Traditional – You assign work to

team members with a work
breakdown structure (WBS).
D
ot

23
N

23
o
D

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Rates

tr
is
The project manager is responsible for
considering resource cost factors.

D
Meet resource requirements cost-effectively
and based on:

✓ Project needs
or
✓ Suitability of the Resource
e
- Availability
at

- Experience
lic

- Knowledge
- Skills
up

- Attitude
- Regional or linguistic
representation
D
ot

24
N

24
o
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Resource

tr
Assignment

is
D
Create a project management plan
that includes:
or ✓ Team members assigned to
the project
e
✓ Their roles and
at

responsibilities
Project team directory
lic

✓
✓ Project organization charts
Project schedules
up

✓
D
ot

25
N

25
o
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Nurturing Team

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Performance

is
D
Ensure the team has the knowledge,
skills, attributes, and experience required
to produce positive project outcomes. or
Gain a better understanding of customer
e
needs and team capabilities to identify
gaps in the team’s skill set.
at
lic

Check for these gaps frequently and seek

to close them. Try:
New or better resources
up

✓
✓ Training to enable the team to
develop missing skills
D

✓ Additional customer engagement to

gather data
ot

26
N

26
o
D

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Knowledge Transfer In and Between Teams

tr
is
D
or
e
Facilitate collaboration Check the team charter Use information
for knowledge sharing
at

and promote visibility radiators to provide

of work. methods, including: seamless visibility into
Frequency of project status across
lic

✓
Manage knowledge updates the stakeholder
sharing among team ✓ Version control community.
up

members, especially on
✓ Supporting tools
virtual teams.
and agreed
approach to their
D

use
ot

27
N

27
o
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is
D
or
e
at
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Define Team Ground Rules

up

TOPIC B
D
ot
N

28

28
o
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CREATING A HIGH-PERFORMING TEAM > DEFINE TEAM GROUND RULES

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Deliverables and Tools

is
D
or
e
Team charter Negotiation skills
at

Team norms Conflict management

Brainstorming
lic

Ethics
up
D
ot

29
N

29
o
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Team Norms

tr
is
Establish expected team behaviors at

D
the beginning of the project.

Enable teams to handle challenges as or

the project progresses.
Include guidelines and techniques for:
e
✓ Meetings
at

✓ Communications
Conflict management
lic

✓ Shared values
Decision-making
up

Align with PMI’s Code of Ethics and

D

Professional Conduct
ot

30
N

30
o
D

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Responsibility

is
PMI

D
Code of Respect
or
Ethics
e
and
at

Professional Fairness
lic

Conduct
up
D

Honesty
ot

31
N

31
o
D

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Team Charter

is
D
or
DEFINITION
e
A document that enables the team to establish
at

its values, agreements, and practices as it

performs its work together.
lic
up
D
ot

32
N

32
o
D

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Team Charter

tr
is
Includes:

D
✓ Shared values
✓ Guidelines for communications

✓
and use of tools
Decision-making guidelines
or
✓ Conflict resolution measures
e
✓ Meeting time, frequency, and
at

channel
lic

✓ Other team agreements e.g.

shared hours, improvement
activities
up
D
ot

33
N

33
o
D

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Ground Rules

is
D
or
DEFINITION
e
As defined in the team charter, clear
at

expectations set, regarding the code of conduct

for team members.
lic
up
D
ot

34
N

34
o
D

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Ground Rules

tr
is
D
Includes what’s acceptable and
unacceptable for team behavior
orBenefits:
✓ Sets performance and
e
communication expectations
at

✓ Decreases risk of confusion

lic

✓ Improves team performance

up
D
ot

35
N

35
o
D

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Negotiation Skills

tr
is
Includes internal and external

D
conversations towards reaching
agreements.

Determine reliable methods to ensure

communication is aimed at reaching
or
consensus. This keeps the team culture
e
healthy.
at

Team members might negotiate:

lic

✓ Roles and responsibilities

✓ Priorities
up

✓ Assignments
D
ot

36
N

36
o
D

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Internal and External
Team Member

tr
Communication

is
D
✓ Communicate regularly
or
✓ Collaborate between team and external
teams or stakeholders
✓ Manage expectations effectively
e
among stakeholders
at

✓ Include communication protocols in

Team Charter:
lic

- Internal: team meetings, shared

calendars, etc.
up

- External: stakeholder feedback,

dependency management, alignment
D

with goals or expectations

ot

37
N

37
o
D

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Conflict

tr
Management

is
D
Apply strategies or resolution methods
to deal with disagreements

Leads to improved
or
understanding, performance, and
e
productivity
at

Ineffective conflict management

X
lic

leads to:

– Destructive behavior
up

– Animosity
– Poor performance
Reduced productivity
D

–
ot

38
N

38
o
D

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GUIDELINES

tr
Manage and Rectify Ground Rule Violations

is
D
• Establish ground rules in the Team Charter. Focus on core values including
or
accountability, shared expectations, and transparency

• Team and project manager respond to violations of the ground rules.

e
at

• For serious violations, you may need to remove or replace the offending
team member.
lic
up
D
ot

39
N

39
o
D

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tr
is
D
or
e
at
lic

Negotiate Project Agreements

up

TOPIC C
D
ot
N

40

40
o
D

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CREATING A HIGH-PERFORMING TEAM > NEGOTIATE PROJECT AGREEMENTS

tr
Deliverables and Tools

is
D
or
e
Service Level Agreement Negotiation skills
at

Performance report Expert judgment

Resource calendars Lessons learned
lic

Go-Live Blackouts
up
D
ot

41
N

41
o
D

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Project Agreement

tr
Objectives

is
Reporting and verification criteria for

D
objectives are an important part of the
project agreement.

Traditional – Identify each deliverable

or
and objective acceptance criteria for
e
each.
at

Agile – Deliverables will vary as the

product backlog is added to,
lic

reprioritized, and so forth.

Each story needs to have clearly defined
up

acceptance criteria approved by the

customer.
The project may also specify a Definition
D

of Done for the project, releases,

iterations, and user stories.
ot

42
N

42
o
D

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Agreements

tr
is
D
Agreements define initial intentions
for a project. These can be:

✓ Contracts - used for external

or
customers
e
✓ Memorandums of understanding
(MOUs)
at

✓ Service level agreements (SLA)

lic

✓ Letters of agreement or intent

✓ Verbal agreements
up

✓ Email
D
ot

43
N

43
o
D

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Always aim to reach an

tr
agreement during

is
negotiations.

D
or
e
at
lic
up
D
ot

44
N

44
o
D

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Negotiation Strategy

tr
is
Procurement manager drives
negotiations for the exact parameters of

D
a contract.

Project manager and project teams

engage in negotiations.
or
e
Agile - Exact deliverables will vary as the
customer modifies, adds, and
at

reprioritizes items in the product

backlog.
lic

Therefore, define clearly delineated ways

to ensure agreed performance levels.
up

Traditional – An important objective

clearly designates the project’s intended
D

deliverables and how they will be

measured and compensated.
ot

45
N

45
o
D

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Negotiations

tr
is
Documents used either in reaching an
agreement or produced as the result of

D
an agreement:

✓ A statement of work or major deliverables

✓ A schedule with milestones and dates
or
✓ Performance reporting expectations
e
✓ Pricing and payment terms
Inspection, quality requirements, and
at

acceptance criteria
Warranty and future support
lic

✓ Incentives or penalties
✓ Insurance and performance bonds
up

✓ Subcontractor approvals
✓ Terms and conditions
Change request handling
D

✓ Termination clauses and dispute

resolution
ot

46
N

46
o
D

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Prioritization Techniques to

tr
Determine Objectives

is
Use appropriate methods to learn the

D
order of work that needs to be done.

These can include: or

✓ Review product backlog
✓ Kano Model
MoSCoW
e

must have
✓ MoSCoW (MSCW) Analysis
at

✓ Paired Comparison Analysis

✓ 100 Points Method should have
lic

could have
won’t have
up
D
ot

47
N

47
o
D

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Performance Reports

tr
is
D
or
Work performance data is
e
✓ Percentage of work Agile projects, include:
completed integrated and
✓ Completed and
at

contextualized to:
✓ Quality and technical accepted stories
performance metrics ✓ Product backlog
lic

✓ Generate decisions
✓ Start and finish of progress
scheduled activities ✓ Raise issues, actions,
✓ Comparison of stories
and awareness
✓ Change requests delivered and iteration
up

✓ Defects plans

✓ Actual costs and

durations
D
ot

48
N

48
o
D

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Expert Judgment

is
D
or
DEFINITION Judgment based upon expertise in an
e
application area, knowledge area, discipline,
industry, etc., as appropriate for the activity
at

being performed. Such expertise may be

provided by any group or person with
lic

specialized education, knowledge, skill,

experience, or training.
up
D
ot

49
N

49
o
D

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Experts

tr
is
Experts who can provide judgment

D
include:
✓ People from other areas of the
organization
✓ Consultants
or
✓ Stakeholders
e
✓ Professional and technical
at

associations
lic
up
D
ot

50
N

50
o
D

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Resource Calendars

is
D
or
DEFINITION
e
at

Identify working days, shifts, and when specific

resources are made available to the project.
lic
up
D
ot

51
N

51
o
D

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Resource Calendars

tr
is
Determine available resources (people,

D
equipment, material, etc.) during a
planned activity period.
or
Use when estimating project activities.
e
Identify key resource attributes (skills
at

and experience levels) to ensure that

appropriate and required resources will
lic

be available for different aspects of the

project.
up
D
ot

52
N

52
o
D

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tr
is
D
or
e
at
lic
up
D

Review team performance and

ot

identify lessons learned 53

N

regularly
53
o
D

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Lessons Learned Register

is
D
or
DEFINITION
e
A project document used to record knowledge
at

gained during a project so that it can be used in

the current project and entered in the lessons
lic

learned repository.
up
D
ot

54
N

54
o
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Lessons Learned

tr
is
Identify specific improvements that will

D
improve the team's overall efficiency
and effectiveness.
or
Agile teams hold a retrospective at the
e
end of each iteration to identify
potential issues, identify potential
at

solutions, and improve the processes

the team uses to improve its overall
lic

performance.
up
D
ot

55
N

55
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Special Intervals

tr
Projects may require scheduled “down” time from

is
work for various reasons. Negotiate how and when
these will take place according to project and team

D
needs.
For example:
or
Black-Out times when deliverables are handed over
for implementation.
✓ Suspends changes
e
✓ Reduces risks as the solution is released to
customers
at

✓ May be negotiated in advance based on the

overall project schedule and timeline.
lic

“Go Live” occurs at the end of the project timeline.

up

Agile – Uses iterations, or numerous releases of

aspects of the solution over the project's timeline,
and black-out times, if needed, will be negotiated as
the project approaches a release threshold.
D
ot

56
N

56
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tr
is
D
or
e
at
lic

Empower Team Members and

Stakeholders
up

TOPIC D
D
ot
N

57

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CREATING A HIGH-PERFORMING TEAM > EMPOWER TEAM MEMBERS AND

tr
STAKEHOLDERS
Deliverables and Tools

is
D
or
e
Decisions Team decision-making tools
at

Estimates Brainstorming
Fist of Five
lic

Roman voting
Polling
up

Planning poker
Dot voting
D

Retrospective
ot

58
N

58
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Team Strengths

tr
is
When forming teams, it’s critical to

D
understand the skills and
competencies needed to perform
project work and produce deliverables. or
j

Identify team strengths and

weaknesses to organize around team
e
strengths.
at

As teams progress, leverage team

members’ skills to improve team
lic

performance.
up
D
ot

59
N

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Team Decision-

tr
Making Tools

is
D
Deciding how you will work together is
important. While the Team Charter
oraddresses decision-making and
conflict resolution criteria, the team
will establish their own norms.
e
For example, seeking consensus may
be highly desirable, but decide how to
at

respond when consensus can’t be

reached.
lic

The team can decide in advance to

take the highest estimate in case of
persistent disagreements.
up

Any project team should establish its

own Way of Working (WoW).
D
ot

60
N

60
o
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Brainstorming

tr
is
An ideation technique for teams.

D
A facilitator works with the team to
identify potential solutions to a given
or
problem.
Team performs various types of
analysis to select the most
e
appropriate alternatives.
at
lic
up
D
ot

61
N

61
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Estimates

tr
People doing the work should be estimating

is
tasks because they know:
✓ the risks

D
✓ the level of effort
✓ the potential pitfalls

Traditional - Use hours of effort.

or
✓ Three-point estimating asks the estimators
to provide the most likely (tM); optimistic (tO);
e
and pessimistic (tP) estimates then divide by
at

three:
tE = (tO + tM + tP) / 3
lic

✓ Other methods include analogous,

parametric, bottom-up estimating
up

Agile - Avoid using absolute time estimates.

Story Point technique uses points, not time
units, to estimate the difficulty of implementing
D

a user story. It’s an abstract measure of effort

required to implement work.
ot

62
N

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Team Task

tr
Accountability

is
D
Encourage team members to self-
organize in determining: or
✓ What work needs to be done
Gantt Chart
✓ How to perform the work
e
✓ Who should perform it
at

Use Gantt charts and Kanban boards to

promote visibility and collaboration.
lic

Agile - Team commits to performing

work in an iteration.
up
D
ot

Kanban Board
63
N

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Retrospective

tr
is
✓ A regular check on the

D
effectiveness of quality processes

✓ Look for the root cause of issues

then suggest trials of new
or
approaches to improve quality.
e
at

✓ Evaluate any trial processes to

determine if they are working and
lic

should be continued, need

adjusting or discontinued.
up
D
ot

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N

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Retrospective

tr
is
D
Set the Stage
Data
or
Gather and Share Generate Insights

✓ Team Performance ✓ What’s working?

e
Check-in activities to
metrics ✓ Where are
engage the team
at

✓ Earned Value challenges?

Analysis ✓ Problem analysis
lic

Make Decisions Close

up

✓ New information
Agree on a few improvements
or changes to try in the ✓ Appreciation
D

subsequent iteration ✓ Thanks

ot

65
N

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GUIDELINES

tr
Evaluate Demonstration of Task

is
Accountability

D
or
• Determine how to track and manage task accountability.
• Use a Work Breakdown Structure (WBS) to identify the tasks needed to
produce the deliverables.
e
• Identify, track, and manage relevant tasks and assignees with a WBS
at

dictionary (or work package).

lic

• Agile – The team handles task identification and tracking as part of

iteration planning.
up
D
ot

66
N

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GUIDELINES

tr
Determine and Bestow Levels of Decision-

is
Making Authority

D
or
• Team members should identify, plan, and manage tasks
• Teams performing work should also perform estimates for the work
e
• Empower teams to drive their own improvement
at
lic
up
D
ot

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N

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tr
is
D
or
e
at
lic

Train Team Members and

Stakeholders
up

TOPIC E
D
ot
N

68

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CREATING A HIGH-PERFORMING TEAM > TRAIN TEAM MEMBERS AND

tr
STAKEHOLDERS

Deliverables and Tools

is
D
or
e
Training and mentoring plan Training gap analysis
at

Training cost estimates Training

Training calendar Pairing and mentoring
lic

Training assessment
Certifications
up
D
ot

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N

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Training and Coaching Plan

tr
is
D
or
e
at
lic
up
D
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70
N

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Training and Coaching

tr
is
D
Training focuses on building individual
skills for use in the present.

Coaching helps develop well-rounded

or
individuals through long-term
e
professional relationships between
at

novice and experienced employees.

lic
up
D
ot

71
N

71
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Training and Coaching Plan

tr
is
D
or
Schedule Perform a gap
Consider Plan for a
e
training close to analysis to
the time of upskilling or suitable diversity
identify required
at

solution certification for of training and

knowledge,
implementation. team members. coaching
skills, or
lic

This is critical to This ultimately offerings.

attributes.
avoid delaying benefits the
the overall project.
up

solution
deployment.
D
ot

72
N

72
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T-Shaped Skills

tr
Breadth of knowledge

is
Depth of knowledge
Agile teams invest in becoming more
cross-functional.

D
Leveraging all team members to help or
accomplish the team goals improves:
✓ The team’s efficiency
e
✓ The likelihood of achieving
at

objectives
lic
up
D
ot

73
N

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Required
Competencies

tr
is
✓ Identify required competencies

D
prior to developing and executing
a training plan.
or ✓ Competencies include
knowledge, skills, and other
e
attributes.
at

✓ Stakeholders have unique

training needs.
lic

✓ Train team members on the

up

customer’s business, culture,

desired outcomes, and project
context.
D
ot

74
N

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Elements of Training

tr
is
Provided to teams, small groups,
and individuals

D
Covers management, technical, or
administrative topics
Delivery models:
or
✓ Instructor-led classroom

✓ Virtual classroom
e
✓ Self-paced e-learning
at

✓ Document reviews

✓ Interactive simulations
lic

✓ On-the-job training
up
D
ot

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N

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Training Options

tr
is
D
Options Description

Virtual Instructor-led
training
• or
Live, online, instructor-led training through a virtual
meeting or virtual training environment.
• Simulated hands-on labs are possible.
e
at

• Content available to students online. This can include

Self-paced eLearning rich-media video, simulated lab exercises, etc.
• This solution is scalable to a large number of students.
lic

• For simple knowledge transfer, sharing relevant

Document reviews
documents may be sufficient.
up
D
ot

76
N

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Training Cost and

tr
Schedule

is
D
Consider the costs of training the project
team and customer stakeholders as part
of the project budget. or
Use a training calendar to:
e
✓ Publish and support a specific
calendar of training dates and
at

locations.
✓ Publish schedule to customer
lic

stakeholders.
✓ Create a mechanism for registration
and sending confirmation messages.
up

✓ Provide class rosters and a way to

capture signatures of attendees.
D

✓ Manage the training schedule to

avoid delaying the project delivery
timeline.
ot

77
N

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Pairing and Coaching

tr
is
Pairing customer stakeholders together

D
reinforces the learning through collaboration.

or
Coaching enables an experienced team
member to coach a less-experienced team
member:
e
at

✓ Fosters team building and a collaborative

environment.
lic

✓ Relationships can be informal or ad-hoc,

created by the individuals themselves or
formally established by the organization.
up
D
ot

78
N

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Certifications

tr
is
Demonstrate that knowledge and skills

D
have been gained during training.

Industry credentials are portable and or

valuable to individuals and future
employers. CAPM
e
at
lic

PMI-ACP
up
D
ot

79
N

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Baseline and Post-

tr
Training Assessments

is
D
Baselining is a technique for
measuring the efficacy of training.

✓ Attendees complete a pre-

or
assessment before training.
e
✓ After training, use an
at

assessment to demonstrate the

newly acquired levels of
lic

competence.
up
D
ot

80
N

80
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GUIDELINES

tr
Ensure Training Occurs

is
D
• Create awareness among stakeholders about available training.
• Invite people to attend training.
or
• Engage with customer to ensure commitment to employee training
programs on the solution.
e
• Include confirmation of registration, a notification, and reminder before the
at

training.
• Use rosters and capture signatures to confirm attendance and
lic

participation.
up
D
ot

81
N

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tr
is
D
or
e
at
lic

Engage and Support Virtual Teams

up

TOPIC F
D
ot
N

82

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o
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CREATING A HIGH-PERFORMING TEAM > ENGAGE AND SUPPORT VIRTUAL TEAMS

tr
Deliverables and Tools

is
D
or
e
Collaboration technology Communication
at

Engagement assessments Communication plan

Project or Resource Calendar Variance analysis
lic

PM Powers
up
D
ot

83
N

83
o
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Collaboration

tr
Technology

is
Enables teams to plan, collaborate, and

D
communicate.

Not a substitute for team planning

activities.
or
Consider transparency requirements when
e
selecting collaboration technology.
at

Collaboration tools might include:

Shared task boards - To promote
lic

✓
visibility
✓ Messaging and chat boards - To
enable communication
up

✓ Knowledge repositories - To store

shared documents
Video-conferencing tools - For face-
D

✓
to-face communication
ot

84
N

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o
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Virtual Team

tr
Member Needs

is
Facilitate and ensure

D
collaboration as a priority.
or Basic needs of a virtual team:
✓ Shared goals

✓ Clear purpose
e
✓ Clarity on roles and
at

expectations
lic
up
D
ot

85
N

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Virtual Team Member

tr
Engagement

is
D
Manage engagement by focusing on:
✓ Team dynamics

✓ Transparency

✓ Accountability
or
✓ Attention to effective communication
e
at

Use videoconferencing tools to facilitate

active participation and the ability to
assess body language and tone.
lic

Enable visibility of work and work status

up

with tools e.g. Kanban-style boards.

D
ot

86
N

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Communication

tr
is
Effective communication is the key to

D
successful teams.

Include communication expectations

and details in the team charter.
or
e
Use retrospectives to learn ways of
at

improving communication,
collaboration, and use of visibility
lic

tools.
up
D
ot

87
N

87
o
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Engagement

tr
Assessments

is
D
Use Stakeholder Engagement
Assessment Matrix - Compares
or
current and desired stakeholder
engagement levels.
e
at
lic
up
D
ot

88
N

88
o
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Communications Plan

tr
is
Create the initial team communications
plan.

D
Components include:
✓ Team meeting times
or✓ Tools to track work status

✓ Frequency of work status updates

e
✓ Shared team hours

✓ Preferred communication
at

approaches
Encourage the team to adopt its own
lic

practices and drive iterative

improvements to communication
up

approaches.
Aim for effective collaboration and
broad, accurate visibility across
D

stakeholders.
ot

89
N

89
o
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GUIDELINES

tr
Implement Options for Virtual Team Member

is
Engagement

D
• Focus on collaboration and team norms before focusing on tools.
or
• Recognize that team formation in a virtual environment is difficult, so
reinforce the teams’ mutual commitments, achievements, and
opportunities.
e
• Virtual teams require a significant amount of feedback and reinforcement
at

of team goals and objectives.

• Provide opportunities for members of a virtual team to meet in person to
lic

build relationships that nurture their shared commitment to project goals.

up
D
ot

90
N

90
o
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Calendar Tools

tr
is
Shared calendars help virtual teams

D
plan meetings, coordinate feedback,
and improve visibility to goals and
activity status.

Timeboxed meetings:
or
✓ Improve focus
e
✓ Encourage team to set clear
at

agendas and objectives

✓ Help keep the work on track
lic
up
D
ot

91
N

91
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Variance Analysis

tr
is
As the team works, produce variance
analyses, such as:

D
✓ Accuracy of team estimates

✓ Delivery in a sprint or by an
established milestone
✓ Team performance against targets
or
e
Results of a variance analysis may be
at

shared as part of a retrospective to serve

as:
lic

✓ A basis for problem solving

✓ Identification of lessons learned

✓ Proposed improvement experiments

up

for subsequent iterations

D
ot

92
N

92
o
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Virtual Team Best

tr
Practices

is
Manage inherent risk of individual team

D
members becoming isolated.

Focus on shared commitments vs.

individual accomplishments for tasks.
or
Instill a sense of shared commitments in
e
the team:
at

✓ Start with the team charter

✓ Then adopt behaviors to reinforce

lic

collaboration and promote visibility

Prioritize team goals over individual
up

performance.
Enable teams to self-organize and be
accountable for deliverables.
D
ot

93
N

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tr
is
D
or
e
at
lic

Build a Shared Understanding

About a Project
up

TOPIC G
D
ot
N

94

94
o
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CREATING A HIGH-PERFORMING TEAM > BUILD A SHARED UNDERSTANDING

tr
ABOUT A PROJECT

Deliverables and Tools

is
D
or
e
Vision Charter
at

XP Metaphor Project Plan

Product box exercise Kick-off meeting
lic

Brainstorming
T-Shaped Skills
up
D
ot

95
N

95
o
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Project Vision

tr
is
At the start of a project, you need a clear
vision of the desired objectives. You also

D
need to understand and appreciate how
the project vision aligns with the
organization’s strategic goals.
You are the steward of this vision, and it’s
or
up to you as the project manager to
e
ensure the project delivers.
at

A vision statement might include:

✓ Product or solution description
lic

✓ Intended users or consumers of the

solution
up

✓ Key desired objectives

✓ Differentiators from competitive
approaches
D

✓ Key features and benefits

ot

96
N

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o
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tr
Project Charter

is
D
or
DEFINITION
e
A document issued by the project initiator or
sponsor that formally authorizes the existence
at

of a project and provides the project manager

with the authority to apply organizational
lic

resources to project activities.

up
D
ot

97
N

97
o
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Project Charter Contents

tr
is
✓ Assigned project manager and
responsibility / authority level

D
✓ Name and authority of project sponsor

–
or
✓ Other optional content:
Measurable project objectives and
related success criteria
e
– High-level requirements
at

– High-level project description,

boundaries, and key deliverables
lic

– Overall project risk

– Summary of milestone schedules
up

– Pre-approved financial resources

– Key stakeholders register
– Project approval requirements
D

– Project exit criteria

ot

98
N

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Project Overview

tr
Statement

is
D
Communicates enterprise-wide the
intent and vision of the project. or
Written with brevity and clarity.
e
Captures the project’s objective,
at

problem or opportunity, and criteria for

success.
lic

Authorization via the project charter or

approved project overview statement
up

enables kickoff activities of project

planning.
D
ot

99
N

99
o
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How to Run the Project

tr
is
After you have captured the project
vision and understand the types and

D
conditions around the deliverables,
you need to decide how you will run
the project. or
Choose from traditional, agile, and
e
hybrid approaches and methods.
at
lic
up
D
ot

100
N

100
o
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Kickoff Meeting

tr
is
Meeting goals:
✓ Establish project context

D
✓ Assist in team formation

✓ Ensure team alignment to the overall project

or
vision

Activities during kickoff may include:

e
✓ Defining a vision statement
at

✓ Defining a team charter

✓ Assisting the customer/Product Owner with:

lic

- User story writing

- Estimation of effort
up

- Prioritization planning
- Initial product backlog
D
ot

101
N

101
o
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Iteration Planning

tr
is
Iteration planning is a collaborative
agile ceremony, sometimes called

D
Sprint planning, for the team and the
customer representative (or Product
Owner) to do the following: or
✓ Review the highest prioritized user
stories, or key outcomes.
e
✓ Ask questions.
at

✓ Agree on forecasts for story

completion in the current iteration.
lic

After agreement, the team determines

the activities required to deliver
iteration objectives.
up
D
ot

102
N

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Overview - Agile Ceremonies

tr
is
A sprint is a
In a sprint planning timeboxed iteration

D
meeting, the team in Scrum.
collaborates to plan work
for the current sprint.
or
e
at
lic

Scrum is an agile
up

framework for developing

and sustaining complex
products, with specific
D

roles, events, and

artifacts.
ot

103
N

103
o
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More Agile Ceremonies

tr
is
In a Sprint Review at the end of each
iteration, the Product Owner and other

D
Hold daily customer stakeholders review progress
standups—short and receive feedback for that iteration.
(10-15 minute)
daily meetings—
or
for the team to
e
reaffirm A Scrum Master
at

commitment to facilitates a Sprint

objectives for the Retrospective for the
lic

iteration, identify team to identify

potential improvements. They
blockers, and review the team’s
up

coordinate the processes and

day’s work. practices and identify
ways to improve
D

performance and
collaboration.
ot

104
N

104
o
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ut
ib
Task Boards

tr
is
✓ Visualize work and enable the team
and stakeholders to track progress as

D
work is performed. o o
Work in rogr ss
W
on

✓ Promote visibility and maximize

efficiency and accountability.
or
t
sti at
t
sti at
t
sti at
t a
e
t
✓ Examples: Kanban boards, to-do lists,
t
sti at sti at
at

procedure checklists, and Scrum

boards. t t
lic

sti at sti at
n ann

t
sti at
up
D
ot

105
N

105
o
D

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tr
Consensus

is
D
or
DEFINITION
e
at

Consensus is a collaborative process to reach a

decision that everyone can support.
lic
up
D
ot

106
N

106
o
D

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Reach Consensus

tr
is
Method Best for How It Works

D
Fist of Five Expression of range of Closed fist = complete disagreement
agreement Fist of 5 – complete agreement
or
Roman Simple yes or no Thumbs up or down (sometimes
e
Voting sideways for neutral)
at

Polling Consider independent points of Hear opinions and then vote

view
lic

Dot Voting Select several options from a list Distribute dots equally, then each
up

person allocates dots according to

highest preference
D
ot

107
N

107
o
D

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Estimation Techniques

tr
is
Use common t-
Planning poker estimates effort shirt sizes to

D
or relative size of development assign values
effort. Use a deck of cards with to user stories.
modified Fibonacci numbers to or
vote on user stories. Also called
Scrum poker.
e
at

Story Pointing
Use a relative measure
e.g. numbers in the Fibonacci
lic

sequence—for the level of

difficulty or complexity of a
up

feature. Individuals assign story

points.
D
ot

108
N

108
o
D

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XP Metaphor

tr
is
Metaphor is an Extreme Programming
(XP) technique that describes a common

D
vision of how a program works.

Metaphors should be simple and non- or

technical.

Enables the team to understand the

e
overarching approach that is being taken
at

to provide a capability or solve a problem.

lic
up
D
ot

109
N

109
o
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Product Box –
Collaboration Game

tr
is
Technique used to explain an

D
overarching solution.

Stakeholders try to describe aspects of

or
a solution in the same way a marketer
might describe product features and
benefits on a box.
e
Helps with understanding:
at

✓ Different types of users of a

solution
lic

✓ Their priorities and likes/dislikes

✓ Key aspects of a solution that

up

drive the most critical value

aspects
D
ot

110
N

110
o
D

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GUIDELINES

tr
Reach Consensus and Support the Outcome

is
of th arti s’ gr nt

D
• Team charter can specify how team chooses to handle certain scenarios
and disagreements when they arise:
or
e.g. if team members disagree about the number of story points to
estimate for a user story, the team charter may designate use of the
e
higher estimate or that majority vote rules.
at

• Seek consensus among the team where possible and recognize that
sometimes it will not be possible.
lic
up
D
ot

111
N

111
o
D

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tr
is
D
or
End of
e

Module 1
at
lic
up
D
ot

112
N

112
o
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