People Domain Flashcards
Emotional intelligence
- the ability to monitor your emotions or the emotions of others and use this to guide your actions
- to recognize or regulate emotions in ourselves and others.
Organizational theories
the study of how people, teams and organizations behave
Herzberg’s Motivation Theory
- two aspects to the work environment are hygiene and motivation.
- Poor hygiene factors may destroy motivation, but
improving them will not improve motivation. - motivation factors lead to higher individual performance.
Herzberg’s Motivation Theory: Hygiene factors
- Salary
- Working conditions
- Personal life
- Security and Status
- Administration
- Policies
- Supervision
Herzberg’s Motivation Theory: Motivation Agents
- Self-actualization
- Responsibility
- Professional Growth
- Recognitzion and Reward
- Achievement
- Job challenge
Maslow Hierarchy of needs
- Physiological
- Safety
- Social
- Esteem
- Self-actualization
McClelland’s Theory of Needs
- people are motivated by power, achievement, or affiliation
Vroom’s Expectancy Theory
“intensity of work effort depends on the perception that an individual’s effort will result in a desired outcome.” Employees are motivated when they believe the following:
- Putting in more effort will yield better job performance.
- Better job performance will lead to organizational rewards, such as an increase in salary or benefits.
- These predicted organizational rewards are valued by the employee.
Basic needs of virtual teams
- shared goals
- clear purpose
- clarity on roles and expectations
Virtual team best practices
- focus on shared commitments vs individual accomplishsments of tasks
- start with team charter
- adopt behaviors to reinforce collaboration and visibility
- enable team to self-organize and be accoutable for deliverables
- prioritize team goals over individual performance
time-boxed meetings
- improve focus
- encourage team to set clear agendas and objectives
- help keep work on track
manage virtual engegement by focusing on
- team dynamics
- transparency
- accountability
- attention to effective communication
Elements of communication plan
- team meeting times
- tools to track work status
- frequency of work status updates
- shared team hours
- preferred communication approaches
Conflict
A difference in opinions, that is beneficial when the discussion is fact based, but can reach detrimental effects if not resolved properly
Tasks of PM for conflict resolution
- Interpret the source and the stage of the conflict
- Analyze the context of the conflict
- Recommend/evaluate/reconcile the appropriate conflict resolution strategy
As a PM, your task is not to find the solution, but to help the team find the solution
Impediments
Roadblocks that are slowing the progress of the team
Sources of conflict
- Schedules
- Project priorities
- Resources
- Technical opinions
- Administrative procedures
- Cost
- Personality
Causes of conflict
- Competition
- Differences in objectives, values and perceptions
- Disagreements about role, requirements, work activities and individual approaches
- Communication breakdowns
Mindset for conflict resolution
- Understand the conflict
- Explore and evaluate alternatives
- Select best alternative
Conflict resolution techiniques
- Collaborating (problem solving) => best
- Compromising (reconciling) => 2nd best
- Withdrawal (avoidance)
- Smoothing (accomodating)
- Forcing (directing)
Stages of conflict
- Problems to solve: seek win-win
- Disagreement: support and empower to resolve the situation
- Contest: accommodate, negotiate, get facts
- Crusade: establish safe structure, be diplomatic
- World war: prevent ppl from hurting each other
Tasks of PM with impediments
- determine critical impediments
- prioritize these impediments
- use network to implement solution
- re-assess continually to ensure proper addressing of impediments
Mindset for PMP for impediment removement
- identify opportunities to note down the impediments
- prioritize the list
- involve team members for resolution
- continuously monitor for the effectiveness of the actions taken
Prioritize impediments
- analyze the impediments to help the priortization
- prioritize impediment list prepared
- use collaboration
Resolve and remove impediments
- bring relevant team members for resolution
- encourage and empower the team to resolve issues on their own
- escalate when necessary
Opportunities to identify blockers
- observing
- daily stand up
- value stream analysis
- feedback
- backlog assessment
- reviewing risk registers
- analyzing information radiators / dashboards / reports
Tasks for PMP for stakeholder engagement
- evaluate engagement needs for stakeholders
- optimize alignment between stakeholder needs, expectations and project objective
- build trust and influence stakholders to accomplish project objectives
Evaluate engagement needs
- Networking and social events
- Organizing special interest groups and communities of practice
- conferences, workshops, in-person events
- interactive training sessions
- assign buddies, work shadowing and assign mentors
- reverse mentoring. Asking young team members about new technologies
Optimize needs and objective alignment
- Analyse stakeholder to understand their needs and expectations
- check if it is align with project objectives
- understand stakeholder analysis and mapping techniques
Influence to achieve objectives
- build an environment of trust
- communicate and re-communicate vision
- share the progress with stakeholders
- involve relevant stakeholders in planning and decision making
Stakeholder cube: dimensions
- attitude
- interest
- power
Stakeholder salience model
how much priority you should give that stakeholder.
- Legitimacy
- Power
- Urgency
Stakeholder salience
the degree to which managers give priority to competing stakeholder claims.
Salience model: Legitimacy
- a measure of how much of a ‘right’ the stakeholder has to make requests of the project.
- can be based on a contract, legal right, moral interest, or some other claim to authority.
Salience model: Power
- a measure of how much influence they have over actions and outcomes.
- could derive from hierarchical status or prestige within the organization, money invested from a particular shareholder, ownership of resources required to successfully deliver the outcome, or similar.
Salience model: Urgency
how much immediate attention they demand and how unacceptable a delay in response/action is to the stakeholder.
Salience model: overlap
- Dominant stakeholders: they can act on their intentions, should they ever want to.
- Dangerous stakeholders: can use coercive power and unlawful tactics to draw attention to their interest in the project.
- Dependent stakeholders: has legitimacy and urgency but lacks real power to influence the direction of the project.
- Definitive stakeholders: This group meets all the criteria for saliency. i.e. project sponsor
- Non-stakeholders
Additional groups (only 1 characteristics)
- Dormant stakeholders (power)
- Expectant stakeholders (urgency)
- Latent stakeholders.
Stakeholder collaboration
not only about communication, but also ensure engagement happens
Leadership
the art of motivating a group of people to act towards achieving a common objective
Tasks of PM for leadership
- Set a clear vision and mission
- Support diversion and inclusion
- Value servant leadership
- Determine an appropriate leadership style
- Inspire, motivate and influence team member/stakeholder
- Analyze team members and stakeholders’ influence
- Distinguish various options to lead various team members and stakeholders
Servant leadership
- communicate & re-communicate the vision
- shield the team from interruptions
- remove the roadblocks
- carry food & water - provide tools & techniques
Leadership styles
- Lassez faire
- Charismatic
- Transformational
- Transactional
- Interactional
- Servant leadership
