PMP - Creating High Performance Team (L1) Flashcards
Set of individuals who support the project manager in performing the work of the project to achieve its objectives.
Project Team
- Estimate, acquire, and manage teams of people
- Estimate resources team members need to carry out
work - Obtain the people
- Create effective team environment
- Track team performance, improve based on
feedback, resolve issues, manage team personnel
changes
Critical elements of Project Resource Management
** Generalized Specialists **
Has a core competency but also has general skills in other areas that can be leveraged as needed by the team to support its objectives (i.e. you need these people on your team because you don’t want just one person who has the specific knowledge/skill for the team)
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio
Stakeholder
** Servant Leadership **
Encourages the self-definition, self-discovery, and self-awareness of team members by listening, coaching, and providing an environment which allows the team to grow.
Servant leaders remove work barriers, facilitate team work, educate stakeholders on the processes being followed, and celebrate the teams work.
-When a boss will take time to help you resolve problems and help you in the trenches (your best ally)
** RACI Chart **
Common type of Responsibility Assignment Matrix (RAM) that uses Responsible, Accountable, Consulted, and Informed. Used to provide clarity on roles and responsibilities for each project team member.
- You cannot have two people accountable
- Multiple people can be responsible
- You can be both accountable and responsible
** Pre-Assignment Tools **
There are a number of tools and techniques to support skills appraisals. They include:
- Attitudinal Surveys
- Specific Assessments
- Structural Interviews
- Ability Tests
- Focus Groups - (i.e. Dream Team)
Diversity & Inclusion
PMs are asked to work on projects with global scope, broadly diverse project team with members of different cultural backgrounds or who even speak different languages (most important)
A component of the project management plan that describes how the project resources are acquired, allocated, monitored, and controlled
Resource Management Plan
Kanban Board
A tool that provides a means to visualize the flow of work, make impediments/bottlenecks easily visible, and allow flow to be managed by adjusting the work-in-process limits.
The concept of Throughput (i.e. McDonald’s drive-thru, moving people down the chain very quickly and efficiently)
- Experience
- Knowledge
- Skills
- Attitude
- International Factors
Project Responsibilities within the Team
Attitude is most important!
Resource requirements should be met using the most cost effective resource based on… ATTITUDE!!
Le-Ze-Faire
A hands off approach, lets the team make own decisions and establish their own goals, do whatever you want, do what you think is right
A document that enables the team to establish its values, agreements, and practices as it performs its work together, i.e. establish its norms
Team Charter
The team writes the team charter, NOT the PM!!
- Teams Shared Values
- Guidelines for team communication
- How the team makes decisions
- How the team resolves conflicts
- How and when the team meets
Elements of a good Team Charter
Identify a series of potential solutions to a problem, perform various types of analysis to assist team in picking the most appropriate alternatives
Brainstorming
- we accept all ideas
- brainstorming goes until every idea has been exhausted
- everyone participates, open forum
- Responsibility
- Respect
- Fairness
- Honesty
Most important values PMI identifies for a project manager to have on a project
-If you physically see something, turn them into PMI Headquarters. If you don’t see anything, say nothing
Basic Contract between a service provider (internal or external) and the end user that describes the level of service expected from the service provider.
Service Level Agreement
** Scrum ** (Agile Practice/Ceremony)
Cadence of Meetings to assist the team in preparing and progressing the project.
Four most common ceremonies:
-Sprint Planning - meeting with customer/product
owner to determine small goals for team to complete
-Daily Standup - 10/15 mins each day
-Sprint Review - review at end of iteration with product
owner to review progress, get early feedback, where
PO reviews and accepts stories delivered in iteration
-Sprint Retrospective - identify improvements
Daily Standup/Scrum is 10-15 mins:
- What did you do yesterday?
- What are you doing today?
- What’s standing in your way
- Prioritization Techniques Include: **
- Kano Model
- MoSCoW Analysis
- Paired Comparison Analysis
- 100 Points Method
Kano Model - identifying features as Basic, Performance, Excitement, helps in in prioritizing what is truly must have, what features may create competitive differentiators etc.
MoSCoW - Must Have, Should Have, Could Have, Won’t Have. Helps customers organize their thinking about truly must have capabilities, enables identification of Minimum Viable Product (MVP)
Paired Comparison - Looking at each pair of stories and prioritizing one over the others
100 Points Method - Each stakeholder given 100 points and can multi-vote their points across all stories, which then give a weighted priority when combined
A project document used to record knowledge gained during a project
Lessons Learned Register
Where the project document containing the knowledge gained during the project is entered into
Lessons Learned Repository
Should be performed by people doing the work, the ones who are closest to it
Estimating Tasks
** How long does a Sprint last **
1 - 4 Weeks
-time boxed event to facilitate planning, improve quality of estimation, and set consistent cadence for the team
** What percentage of Communication makes up Project Management ? **
90%
