Resources Flashcards
Responsibility Assignment Matrix (RAM) & RACI
The RAM or RACI shows the connections between work packages or activities, and the project team members. It provides clarity and reduces confusion on who should do the work. It can done at a high level (organization) or low level (team & team members).
R - responsible: who performs the task
A - accountable: who signs off on the task
C - consulted: who provides expert judgement
I - informed: who is kept informed
The Team Charter
The team charter is a document that establishes the team values, agreement, and operating guidelines for the team. It works best when the team develops it together. The charter includes, but is not limited to:
- the team vision and mission
- the definition of ‘done’
- team roles and responsibilities
- stakeholders the team will be working with
- team values
- team decision process
- team conflict process
It is good to regularly review this with the team.
Tuckman’s Ladder
Is a model that focuses on the way in which a team works together.
- Forming: team members meet and learn about their R&R, starting out more independent and individual.
- Storming: the team works together, conflicts may arise, all must be resolved.
- Norming: the team share a common goal and all team members take their responsibility and have ambition to achieve that goal.
- Performing: regular rhythm within the group, goals are being achieved, higher levels of success achieved.
- Adjourning: the goal is complete, the team wraps up and moves on to other projects.
Meeting Management
Meeting management is taking steps to ensure meetings meet their intended objectives effectively and efficiently. To ensure this is met:
- distribute an agenda
- ensure meetings start and finish at the published time
- ensure appropriate people are in attendance
- ensure the meeting stays on topic
- manage expectations, issues, and conflicts during the meeting
- ensure everyone has a voice
- record all actions and who’s responsible for which
Face to face or virtual meetings are used for:
- decision making
- stakeholder requests
- having discussions with suppliers, vendors, stakeholders.
Conflict Management
Conflict will always occur during projects. This is due to different work styles, competing for scarce resources, and different scheduling priorities.
The project’s success depends on the PM’s ability to manage conflict. It should be addressed early and primarily in private, using a direct and collaborative approach. If disruptive conflict continues, formal procedures will be used including disciplinary actions.
Withdraw/Avoid
Retreating from a conflict situation. Postponing the issues to be better prepared, or to be resolved by others.
Smooth/Accommodate
Emphasize areas of agreement rather than areas of difference. Conceding your position to the needs of others to maintain harmony and relationships. This can result in a lose/win situation.
Compromise/Reconcile
Searching for solutions that bring satisfaction to all parties in order to resolve the conflict. This approach occasionally results in a lose-lose situation as both sides can be giving up to accommodate the other side.
Force/Direct
Pushing your viewpoint at the expense of others. Usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation.
Collaborate/Problem Solve
Incorporating multiple viewpoints and insights from different perspectives. This requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This can result in a win-win situation.
