Professional Documents
Culture Documents
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LESSON 4
KEEPING THE or
TEAM ON TRACK
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• Lead a Team
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Lead a Team
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TOPIC A
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KEEPING THE TEAM ON TRACK > LEAD A TEAM
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Deliverables and Tools
is
D
or
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Vision / Mission document Diversity awareness
Leadership styles
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Charter
Product box Influence matrix
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Behavior modeling
Challenge status quo
Recognize contributions
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Remove impediments
Communicate vision
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3
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3
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Leadership
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The project manager is the visionary
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leader for the project.
✓ Educate the team and other
stakeholders about project value
delivery
or
✓ Promote teamwork and
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collaboration
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✓ Remove roadblocks
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mission.
D
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4
N
4
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Leadership Skills
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✓ Conflict management
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✓ Cultural awareness
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✓ Decision making
✓ Facilitation
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✓ Meeting management
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✓ Negotiation
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✓ Networking
✓ Observation/conversation
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✓ Servant Leadership
✓ Team building
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5
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Diversity Awareness and Cultural Competencies
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is
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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
influences.
.
stakeholders, and
cultures require
communication and
D
6
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Leadership ≠
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Management
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N
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Lead and Manage
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Let’s reflect on two of the project manager’s roles to understand the difference.
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or
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N
8
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Leadership Traits
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Strong personal ethics, integrity, and
trustworthiness
or
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Interpersonal skills (communicator,
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collaborator, motivator)
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N
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Servant Leadership
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is
D
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DEFINITION
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The practice of leading through service to the
team, by focusing on understanding and
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team performance.
up
D
ot
10
N
10
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Servant Leadership
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✓ Facilitate rather than manage
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✓ Provide coaching and training
11
N
11
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Challenge the Status Quo
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✓ 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
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find new ideas and perspectives.
at
12
N
12
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360 View
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of Stakeholders
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✓ Good leadership is based
partially on your influence and
the influence of the other
project stakeholders.
or
Salience Model
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✓ Use tools and techniques to
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Power/Impact/Interest
Grid
up
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Directions of Influence
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13
N
13
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Team Building
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is
D
✓ Cohesion and solidarity help teams
perform better.
or
✓ Good leadership facilitates the
bonding between project team
e
members.
at
14
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Team Building
tr
Use rewards and recognition to keep teams motivated.
is
D
Rewards Recognition
✓ A specific outcome or
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✓ Acknowledge behavior rather
achievement achieved than outcome
at
time
✓ Usually not expected by
✓ Usually expected when goal is recipient
up
met
15
o
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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
16
N
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TOPIC B
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ot
N
17
17
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KEEPING THE TEAM ON TRACK > SUPPORT TEAM PERFORMANCE
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Deliverables and Tools
is
D
or
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RACI matrix RACI matrix
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Earned Value
Throughput metrics
Cycle time
D
18
N
18
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Key Performance Indicators (KPIs)
is
D
or
DEFINITION
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Metrics used to evaluate an organization’s
at
leadership.
up
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ot
19
N
19
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Strive to shape a team with a healthy culture
of working autonomy and a shared sense of
is
responsibility for their work.
D
or
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up
D
ot
N
20
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Team Structure and
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Workspaces
is
D
✓ Team environments are physical Facilitate fluid
and virtual. engagement of
when needed.
✓ Respect agreed team working
hours and practices.
up
D
ot
N
21
o
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Use shared workspaces to foster
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informal and immediate collaboration.
is
D
or
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up
D
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N
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Team members need to be able to contribute
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from everywhere and at any time.
is
D
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N
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Empowerment and
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Unity
is
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✓ Empower them to make timely
decisions.
making.
24
N
24
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Autonomy and
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Teamwork
is
D
Know when to interfere. In general, people
work more productively when granted
or
autonomy.
Include the team in:
✓ Clarifying and prioritizing
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requirements
at
✓ Estimating effort
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up
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ot
25
N
25
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Keep the Tone
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Positive and Fluid
is
D
✓ Establish a culture of fluid
communication and
or engagement in a workspace
that promotes positive
interactions.
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at
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N
26
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Team Building Activities
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✓Also known as “team-building strategies”
D
✓Formal or informal
✓Brief or extended or
✓Facilitate yourself or use a group facilitator
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at
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ot
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N
27
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is
D
or
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Use team-building activities to
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of the project.
D
ot
28
N
28
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Team Performance
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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
Identify
positives and
up
negatives
D
ot
29
N
29
o
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Performance
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Assessment Tasks
is
D
✓ Compare performance to goals
✓ Reclarify roles and responsibilities
✓ Deliver positive as well as negative
or
feedback
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✓ Discover unknown or unresolved
at
issues
✓ Create and monitoring individual
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training plans
✓ Establish future goals
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D
ot
30
N
30
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Team
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Development
is
D
✓ Is a process which can progress and
regress
or✓ Acknowledges diversity and
promotes inclusivity
✓ Requires trust, communication, and
e
respect
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✓ Takes effort!
lic
up
D
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ot
N
31
o
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Team Development Stages
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(Tuckman ladder)
is
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Forming Team members get to know each other
and trust one another.
Storming
or
Team members begin to assert themselves
and control emerging issues.
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at
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N
32
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Manage with
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Objectives
is
D
✓ Use clear objectives for a more
productive and driven team.
✓ Set objectives collaboratively with the
team.
or
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✓ Create challenging, yet attainable
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objectives.
✓ Conduct objective setting:
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N
33
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Feedback
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✓ Is crucial for any team, using any
D
methodology, in any environment.
improve!
✓ Give and receive constructive
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feedback freely.
up
D
ot
34
N
34
o
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Performance Tracking Techniques
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is
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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
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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
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N
35
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N
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Earned Value Management (EVM)
is
D
or
DEFINITION
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A methodology that combines scope, schedule,
at
37
N
37
o
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Earned Value Management (EVM)
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
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Actual Cost
AC • The realized cost incurred for
the work performed on an
D
38
N
38
o
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Earned Value Management (EVM)
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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
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period. 100
D
39
N
39
o
D
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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.
schedule.
40
N
40
o
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EVM Measures for Cost Control
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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
schedule.
41
N
41
o
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Estimate at Completion Analysis
tr
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Estimate At Completion (EAC) - The current projected final cost of the project.
D
or
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at
42
o
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Estimate at Completion Analysis
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Estimate To Complete (ETC) - The amount of money needed to
complete the project.
D
or
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at
43
o
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Performance Report Types
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Type Description
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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.
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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
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Value Stream Map
is
D
or
DEFINITION
e
A lean enterprise technique used to document,
at
45
N
45
o
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Value Stream Map
tr
is
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Production
Supplier
Plan Customer
or
Information Flow
e
2x Product Flow Daily
at
Daily
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Time Ladder
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N
46
o
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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
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Implement Results of
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Retrospectives/Lessons
is
Learned
D
✓ Rank the opportunities by importance
and urgency.
or
✓ Incorporate tasks necessary to realize
e
the improvements.
at
48
N
48
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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.
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• 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
• Implement changes.
ot
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N
49
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TOPIC C
D
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N
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50
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KEEPING THE TEAM ON TRACK > ADDRESS AND REMOVE IMPEDIMENTS,
tr
OBSTACLES, AND BLOCKERS
is
D
or
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Backlog (reprioritized) Daily standup
at
51
N
51
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Impediments,
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Obstacles, and
D
Blockers
or
e
at
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up
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N
52
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Impediments
tr
is
D
or
DEFINITION
e
at
53
N
53
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Obstacles
tr
is
D
or
DEFINITION
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at
54
N
54
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Blockers
tr
is
D
or
DEFINITION
e
at
55
N
55
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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
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ot
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N
56
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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.
57
N
57
o
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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
anticipated.
up
D
ot
58
N
58
o
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Daily Standup
tr
is
✓ Conducted at a designated time (in
the team “ground rules”).
D
✓ Mandatory attendance of everyone in
or the Sprint.
59
N
59
o
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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
✓ Software applications
60
N
60
o
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Risk Reviews/
tr
Risk Register
is
D
✓ Impediments may be due to, or a
result of, project risks or issues.
61
N
61
o
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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
62
N
62
o
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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
future reference.
ot
63
N
63
o
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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
objectives.
• Assign a priority to each impediment as a team or a selected subgroup
up
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o
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is
D
or
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Manage Conflict
up
TOPIC D
D
ot
N
65
65
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KEEPING THE TEAM ON TRACK > MANAGE CONFLICT
tr
Deliverables and Tools
is
D
or
e
Team charter or Ground Rules Conflict management theory
at
Active listening
Empathy
D
ot
66
N
66
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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
67
N
67
o
D
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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
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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
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Conflict Management
tr
is
D
or
DEFINITION
e
at
70
N
70
o
D
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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
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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
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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
Collaborate/Problem Solve
up
73
N
73
o
D
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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
satisfy everyone
✓ Compromise to temporarily or
partially resolve the conflict
up
D
ot
74
N
74
o
D
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tr
is
D
or
e
at
lic
TOPIC E
D
ot
N
75
75
o
D
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KEEPING THE TEAM ON TRACK > COLLABORATE WITH STAKEHOLDERS
tr
Deliverables and Tools
is
D
or
e
Stakeholder Register Facilitated Workshops
at
76
N
76
o
D
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Engaging Stakeholders
tr
is
D
or
e
at
lic
up
✓ Trust
✓ Collaboration
D
✓ Productive working
ot
77
N
77
o
D
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Stakeholder Engagement Plan
tr
is
D
or
DEFINITION
e
Identifies the strategies and actions required to
at
execution.
up
D
ot
78
N
78
o
D
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ut
Effective
ib
collaboration
tr
is
builds trust
D
between all
or parties.
e
at
lic
up
D
ot
79
N
79
o
D
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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
80
N
80
o
D
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Collaboration Activities
tr
is
D
Nearly constant engagement is
recommended
or
Base the frequency of engagement on
mutual needs and expectations
e
at
81
o
D
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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
82
N
82
o
D
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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
83
N
83
o
D
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Maximize Meeting
tr
Time
is
D
✓ Be organized
or ✓ Timebox
✓ Collaborate
e
at
lic
up
D
ot
84
N
84
o
D
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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
85
o
D
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tr
is
D
or
e
at
lic
TOPIC F
D
ot
N
86
86
o
D
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KEEPING THE TEAM ON TRACK > MONITOR RELEVANT STAKEHOLDERS
tr
Deliverables and Tools
is
D
or
e
Training and Mentoring Plan Group Coaching
at
Transformation Skills
up
D
ot
87
N
87
o
D
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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
organization.
D
ot
88
N
88
o
D
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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
89
o
D
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Make Time for
tr
Mentoring and Coaching
is
D
or
e
at
lic
up
D
ot
90
N
90
o
D
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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
✓ Transfer skills
✓ Model behaviors
up
91
N
91
o
D
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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
92
N
92
o
D
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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
93
N
93
o
D
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Training and
tr
Sharing Plans
is
D
✓ Set aside time for sharing and
learning to increase the opportunities
to capitalize on mentoring.
94
N
94
o
D
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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
95
N
95
o
D
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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
96
N
96
o
D
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tr
is
D
or
e
at
lic
TOPIC G
D
ot
N
97
97
o
D
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KEEPING THE TEAM ON TRACK > APPLY EMOTIONAL INTELLIGENCE TO PROMOTE
tr
TEAM PERFORMANCE
is
D
or
e
Personality Profile Assessments Emotional Intelligence
at
Motivational models
D
ot
98
N
98
o
D
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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
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Self-Awareness Elements
tr
is
D
• Knowing feelings.
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
101
N
101
o
D
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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
• Interpreting events in a
flexible way. Conscientiousness
• Handling numerous demands • Having well-ordered,
and changing priorities.
meticulous approach to work.
D
delivering on promises.
102
N
102
o
D
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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
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Motivation Elements
tr
is
D
Commitment Achievement
Drive
or Initiative Optimism
104
N
104
o
D
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Empathy
tr
is
The ability to understand the feelings of
D
another, to see from their point of view.
105
N
105
o
D
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Empathy – Looking Inward
tr
is
D
Understanding Others Service Orientation
✓ Seeking strategies to
✓ Displaying tact and increase consumers'
appreciating others' satisfaction.
up
106
N
106
o
D
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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
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
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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
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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
109
N
109
o
D
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Social Skills Elements
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
110
N
110
o
D
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Social Skills Elements
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
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Social Skills Elements
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
name.
ot
112
N
112
o
D
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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
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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
114
o
D
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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
gesture or verbal
response
Following Ask questions
Allow speaker a moment
D
115
o
D
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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
116
N
116
o
D
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tr
is
D
End of
or
e
Module
at
4
lic
up
D
ot
117
N
117
o
D
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