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e ut PMI® Authorized ib tr PMP® Exam...

e ut PMI® Authorized ib tr PMP® Exam Prep is D or e at lic up D ot N o D Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep e Part Number: ATPPMP1 ut Course Edition: 1.0 Notices ib DISCLAIMER tr While Project Management Institute, Inc. takes care to ensure the accuracy and quality of these materials, we cannot guarantee their accuracy, and all materials are provided without any warranty whatsoever, including, but not limited to, the implied warranties of merchantability or fitness for a particular purpose. Any name used in the data files for this course is that of a fictitious company. is Any resemblance to current or future companies is purely coincidental. We do not believe we have used anyone's name in creating this course, but if we have, please notify us and we will change the name in the next revision of the course. The use of screenshots, photographs of another entity's products, or another entity's product name or service in this book is for editorial purposes only. No D such use should be construed to imply sponsorship or endorsement of the book by nor any affiliation of such entity with Project Management Institute, Inc. This courseware may contain links to sites on the Internet that are owned and operated by third parties (the "External Sites"). Project Management Institute, Inc. is not responsible for the availability of, or the content located on or External Sites. TRADEMARK NOTICES or through, any External Site. Please contact Project Management Institute, Inc. if you have any concerns regarding such links or e Logical Operations, the Logical Operations logo, and CHOICE LMS are registered trademarks of Logical Operations, Inc. and its affiliates. at ® ® ® PMBOK , Project Management Institute (PMI) , Project Management Professional (PMP) , and Certified Associate in Project ® Management (CAPM) are registered trademarks of Project Management Institute, Inc. in the U.S. and other countries. The PMI TALENT TRIANGLE and the PMI Talent Triangle logo are registered marks of Project Management Institute, Inc. The other lic products and services discussed or described may be trademarks or registered trademarks of Project Management Institute, Inc. All other product and service names used may be common law or registered trademarks of their respective proprietors. ® Materials in this class are based on the A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition, up Project Management Institute, Inc., © 2017. Glossary definitions for terms indicated in blue italic text with an asterisk are taken from A Guide to the Project Management Body of ® Knowledge (PMBOK Guide) – Sixth Edition, Project Management Institute, Inc., © 2017 and Agile Practice Guide, Project Management Institute, Inc., © 2017. D Copyright © 2020 Project Management Institute, Inc. All rights reserved. Screenshots used for illustrative purposes are the property of the software proprietor. This material is being provided by Logical Operations, Inc. under license with the Project Management Institute, Inc. This publication, or any part thereof, may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without express written ot permission of Project Management Institute, Inc. This book conveys no rights in the software or other products about which it was written; all use or licensing of such software or other products is the responsibility of the user according to terms and conditions of the owner. Do not make illegal copies of books N or software. If you believe that this book, related materials, or any other Project Management Institute, Inc. materials are being reproduced or transmitted without permission, please email [email protected]. o D Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep e ut ib tr is Lesson 1: Creating a High-Performing Team...................1 D Topic A: Build a Team.....................................................................2 Topic B: Define Team Ground Rules..............................................13 or Topic C: Negotiate Project Agreements.........................................17 Topic D: Empower Team Members and Stakeholders.................... 22 e Topic E: Train Team Members and Stakeholders........................... 27 at Topic F: Engage and Support Virtual Teams.................................. 33 lic Topic G: Build Shared Understanding about a Project....................39 up Lesson 2: Starting the Project....................................... 49 Topic A: Determine Appropriate Project Methodology/Methods D and Practices............................................................................ 50 Topic B: Plan and Manage Scope...................................................57 ot Topic C: Plan and Manage Budget and Resources......................... 72 Topic D: Plan and Manage Schedule..............................................83 N Topic E: Plan and Manage Quality of Products and Deliverables.. 103 o Topic F: Integrate Project Planning Activities.............................. 115 D Topic G: Plan and Manage Procurement...................................... 123 Topic H: Establish Project Governance Structure......................... 136 Topic I: Plan and Manage Project/Phase Closure......................... 140 Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  | PMI® Authorized PMP® Exam Prep | Lesson 3: Doing the Work................................................... 147 Topic A: Assess and Manage Risks....................................................... 148 Topic B: Execute Project to Deliver Business Value................................ 160 Topic C: Manage Communications........................................................165 e Topic D: Engage Stakeholders.............................................................. 172 ut Topic E: Create Project Artifacts........................................................... 178 Topic F: Manage Project Changes......................................................... 182 ib Topic G: Manage Project Issues............................................................ 188 tr Topic H: Ensure Knowledge Transfer for Project Continuity...................192 is Lesson 4: Keeping the Team on Track................................ 199 D Topic A: Lead a Team........................................................................... 200 or Topic B: Support Team Performance..................................................... 206 Topic C: Address and Remove Impediments, Obstacles, and Blockers...221 e Topic D: Manage Conflict..................................................................... 225 at Topic E: Collaborate with Stakeholders................................................. 229 Topic F: Mentor Relevant Stakeholders................................................. 236 lic Topic G: Apply Emotional Intelligence to Promote Team Performance... 240 up Lesson 5: Keeping the Business in Mind..............................251 D Topic A: Manage Compliance Requirements......................................... 252 Topic B: Evaluate and Deliver Project Benefits and Value....................... 259 ot Topic C: Evaluate and Address Internal and External Business Environment Changes...................................................................... 267 N Topic D: Support Organizational Change.............................................. 273 Topic E: Employ Continuous Process Improvement............................... 281 o D Appendix A: Mapping Course Content to the Project Management Professional (PMP)® Examination Content Outline....................... 289 Mastery Builders................................................................................. 291 Solutions............................................................................................ 315 Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  | PMI® Authorized PMP® Exam Prep | Glossary............................................................................................. 367 Index.................................................................................................. 387 e ut ib tr is D or e at lic up D ot N o D | Table of Contents | Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  e ut ib tr is D or e at lic up D ot N o D Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  About This Course e ut ib If you are taking this course, you probably have some professional exposure to the duties of a project manager, or you may be considering embarking on a career in professional project tr management. Your ability as a project manager to demonstrate best practices in project management—both on the job and through professional certification—is becoming the is standard to compete in today's fast-paced and highly technical workplace. In this course, you will apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI)® to successfully manage projects. D Project managers who have proven skills and experience can find exciting, high-visibility opportunities in a wide range of fields. This course is specifically designed to provide you or with the proven, practical body of project management knowledge and skills that you need to demonstrate project management mastery on the job. Additionally, this course can be a significant part of your preparation for the Project Management Professional (PMP)® Certification Exam. The skills and knowledge you gain in this course will help you avoid e making costly mistakes and increase your competitive edge in the project management profession. at Course Description lic Target Student This course is designed for individuals who have on-the-job project management experience up regardless of whether their formal job role is project manager, who are not certified project management professionals, and who might or might not have received formal project management training. D The course enables candidates to develop professionally, increase their project management skills, apply a formalized and standards-based approach to project management, and seek career advancement by moving into a formal project manager job role, as well as to apply ot for Project Management Institute, Inc. (PMI)® Project Management Professional (PMP)® certification. N Prerequisites To ensure your success in this course, you should have experience with basic project o management concepts and have some working experience with project management. You can obtain this level of skills and knowledge by taking the following PMI courses: D Introduction to Project Management Project Management Basics Introduction to Agile Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  | PMI® Authorized PMP® Exam Prep | Course Objectives In this course, you will build and manage a team to plan, execute, and complete a project that is aligned to the business environment. You will: Create a high-performing team. Plan and manage the project. Execute and assess the project work. Keep the team on track. Keep the business environment in mind. e ut The PMI CHOICE Home Screen Logon and access information for your CHOICE environment will be provided with your class ib experience. The CHOICE platform is your entry point to the CHOICE learning experience, of which this course manual is only one part. On the CHOICE Home screen, you can access the CHOICE Course screens for your specific tr courses. Visit the CHOICE Course screen both during and after class to make use of the world of support and instructional resources that make up the CHOICE experience. is Each CHOICE Course screen will give you access to the following resources: Classroom: A link to your training provider's classroom environment. D eBook: An interactive electronic version of the printed book for your course. Files: Any course files available to download. and after class. or Checklists: Step-by-step procedures and general guidelines you can use as a reference during Spotlights: Brief animated videos that enhance and extend the classroom learning experience. Assessment: Items you can complete for your self-assessment of your level of understanding of e the course content. at Social media resources that enable you to collaborate with others in the learning community using professional communications sites such as LinkedIn or microblogging tools such as Twitter. lic Visit your CHOICE Home screen often to connect, communicate, and extend your learning experience! up How To Use This Book As You Learn D This book is divided into lessons and topics, covering a subject or a set of related subjects. In most cases, lessons are arranged in order of increasing proficiency. ot The results-oriented topics include relevant and supporting information you need to master the content. Each topic has various types of activities designed to enable you to solidify your understanding of the informational material presented in the course. Information is provided for N reference and reflection to facilitate understanding and practice. Data files for various activities as well as other supporting files for the course are available by o download from the CHOICE Course screen. In addition to sample data for the course exercises, the course files may contain media components to enhance your learning and additional reference D materials for use both during and after the course. Checklists of procedures and guidelines can be used during class and as after-class references when you're back on the job and need to refresh your understanding. At the back of the book, you will find a glossary of the definitions of the terms and concepts used throughout the course. You will also find an index to assist in locating information within the instructional components of the book. In many electronic versions of the book, you can click links on key words in the content to move to the associated glossary definition, and on page references in | About This Course | Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  | PMI® Authorized PMP® Exam Prep | the index to move to that term in the content. To return to the previous location in the document after clicking a link, use the appropriate functionality in your PDF viewing software. As You Review Any method of instruction is only as effective as the time and effort you, the student, are willing to invest in it. In addition, some of the information that you learn in class may not be important to you immediately, but it may become important later. For this reason, we encourage you to spend some time reviewing the content of the course after your time in the classroom. e As a Reference ut The organization and layout of this book make it an easy-to-use resource for future reference. Taking advantage of the glossary, index, and table of contents, you can use this book as a first source of definitions, background information, and summaries. ib Course Icons tr Watch throughout the material for the following visual cues. is Icon Description A Note provides additional information, guidance, or hints about a topic or task. D A Caution note makes you aware of places where you need to be particularly careful with your actions, settings, or decisions so that you can be sure to get the desired results of an activity or task. or Spotlight notes show you where an associated Spotlight is particularly relevant to the content. Access Spotlights from your CHOICE Course screen. e Checklists provide job aids you can use after class as a reference to perform skills at back on the job. Access checklists from your CHOICE Course screen. Social notes remind you to check your CHOICE Course screen for opportunities to interact with the CHOICE community using social media. lic up D ot N o D | About This Course | Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  e ut ib tr is D or e at lic up D ot N o D Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  1 Creating a High- Performing Team e ut Lesson Time: 8 hours ib tr is Lesson Introduction D The success of your project depends on the people involved. The project team members are vital to doing the work of the project efficiently and effectively. The stakeholders connected or to the project have the ability to help or hinder a project's success, and therefore need to be kept engaged along the way. A key role of a project manager is the assembling and managing of the project team and any additional stakeholders. High-performing teams have a shared understanding of and commitment to the project, and possess the appropriate training that e empowers them to do the work. In this lesson, you will create a high-performing project at team. At the beginning of each lesson, you will see references to how the lesson and topic content maps to the Project Management Professional (PMP®) Examination Content Outline lic (ECO). The ECO tasks that are addressed in each lesson will be noted next to the lesson objectives. This lesson addresses tasks from the People domain of the PMP® Exam Content Outline up (ECO). Lesson Objectives D In this lesson, you will: ot Determine project team member requirements, appraise team skills, and maintain team knowledge transfer. (ECO Tasks 1.2, 1.6) N Collectively define project ground rules based on context, such as organizational rules and team dynamics. (ECO Task 1.12) o Determine a negotiation strategy and negotiate project agreements. (ECO Task 1.8) D Organize around team strengths and support team task accountability. (ECO Task 1.4) Ensure team members and stakeholders are adequately trained. (ECO Task 1.5) Continually evaluate the effectiveness of virtual team member engagement. (ECO Task 1.11) Reach consensus and support the outcome of the parties’ agreement. (ECO Task 1.10) Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  2 | PMI® Authorized PMP® Exam Prep TOPIC A Build a Team Successful projects require teams to build the required business solution. In this topic, you will explore the processes and practices required to build effective teams. e PMP Certification ut ® PMP Certification Project Management Professional (PMP)® is the most important industry-recognized certification The Spotlight on Earning for project managers. Globally recognized and demanded, the PMP demonstrates that those with ib PDUs presentation is this designation have the experience, education, and competency to lead and direct projects. This available from the can be achieved by having the required project management experience and passing an exam, and Spotlight tile on the then maintained by obtaining Professional Development Units (PDUs). This is similar to the tr CHOICE Course screen. Certified Public Accountant (CPA) exam and professional development requirements. You may choose to is include it in your Note: For a list of additional reference materials to help you prepare for the PMP exam, you can instructional plans, or visit https://www.pmi.org/certifications/types/project-management-pmp/pmp- you can remind students D reference-list. about the tile and the supplemental information it contains. Note: To further explore the PDU requirements, you can access the Spotlight on Earning or PDUs presentation from the Spotlight tile on the CHOICE Course screen. The PMP® Examination Content Outline (ECO) e The PMP ECO ® The Project Management Professional (PMP®) Examination Content Outline (ECO) documents the at Explain that the ECO domains, tasks, and enablers that are addressed on the PMP® certification exam, as well as the tasks and enablers that percentages of questions allocated to each of the exam domains. are addressed in each lic Domains are defined as the high-level knowledge areas that are essential to the practice of lesson topic are noted at the beginning of each project management. lesson. These Tasks are the underlying responsibilities of the project manager within each domain area. up references are provided Enablers are illustrative examples of the work associated with the task. Enablers are not meant for students who are to be an exhaustive list but rather a few examples to help demonstrate what the task ® preparing for the PMP encompasses. certification exam. D To assist you in your preparation for the exam, each lesson topic starts with a list of ECO enablers covered in that topic. Deliverables and tools that are relevant to particular tasks and enablers have also been identified by the PMI® and listed for your reference. ot Note: You can access the PMP® ECO mapping document from the Files tile on the CHOICE Course screen. N Enablers, Deliverables, and Tools o Enablers This topic addresses various enablers from the ECO. D Support diversity and inclusion. (ECO 1.2.2) Appraise teams' skills. (ECO 1.6.1) Determine team member requirements. (ECO 1.6.2) Continuously assess and refresh team skills. (ECO 1.6.3) Maintain team knowledge and transfer. (ECO 1.6.4) Discuss responsibilities within teams. (ECO 2.16.1) Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 3 The following deliverables and tools are relevant to the enablers addressed in this topic. Some of Deliverables and Tools these might be covered in detail in other sections of the course. Deliverables Tools Skills list RACI matrix Technology Pre-assignment tools Resource schedule Virtual teams e Rates ut Resource assignment ib Project Teams A project team* is a set of individuals who support the project manager in performing the work Project Teams tr of the project to achieve its objectives. The roles of the people on the project team can include: Project management staff that performs activities such as budgeting, scheduling, reporting and is control, risk management, and project communications. This role may be supported by a PMO. Project staff that perform the work to create the project deliverables. D Supporting experts who perform work to develop the project management plan. These roles can include legal, logistics, engineering, testing, and so on. User or customer representatives who will provide requirements and accept the project deliverables. or Sellers that are external companies issued a contract to provide a product or service needed by the project. e Business partners that are external companies that provide specialized support through a partnership. at Business partner members that support the business partnership. Note: The members of the project team are also part of the stakeholder group; however, not all lic stakeholders are part of the project team. Generally, the project team is internal to the organization and actively participates in doing the project work. The stakeholder group is the larger group of people and organizations that can influence, or is affected by, the outcome of a up project. For example, fans of the local sports team are stakeholders in the project to build a new sporting arena, but they are not part of the project team. As a critical part of Project Resource Management, you need to be able to do the following: D Estimate, acquire, and manage teams of people. Estimate the other resources those team members will need to carry out the work. ot Obtain the people. Develop the team, improve their competencies, facilitate interactions, and create an effective teaming environment. N Track team performance, create and execute improvements based on feedback, resolve issues, and manage team personnel changes o Note: Glossary definitions for terms indicated in blue italic text with an asterisk are taken from, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project D Management Institute Inc., 2017 and Agile Practice Guide, Project Management Institute Inc., 2017. Project Team Composition Project team composition can vary based on organizational culture, location, and scope. Composition refers to the team's makeup and how the team members are brought together Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  4 | PMI® Authorized PMP® Exam Prep or combined on the team. For example, they can be a dedicated team in which most of the project team members are assigned to work on the project full-time, or they can be part-time team members who work on a project in addition to their regular work. Often, organizations have a mix of these two formats. The project team generally comprises the project manager, project management team, and other individual team members. The individual team members perform project work and might not be involved in the management side of the project. The project team contains people from different groups who possess knowledge on specific subjects or have unique skill sets to carry out project work. e Project Team Member Requirements ut Project Team Member In order for the team to meet its objectives, it will need enough of the relevant skill sets to perform Requirements the work and produce the desired results. In most cases it is preferable to avoid single-points-of- ib failure, where only one resource has a needed skill to perform a particular type of work. One trend is to make use of what are called generalizing specialists, who have a core competency but have general skills in other areas that can be leveraged as needed by the team to support its objectives. tr In addition to the team members themselves, you will need to identify the other physical supports that the team members will require to be able to perform (equipment, access rights, etc.). The Plan is Resource Management process encompasses both planning for the team members and for the physical resources those team members will require to perform. D Project Stakeholders Project Stakeholders or Stakeholders for a project, as the name implies, have a stake in the project and its deliverables. The Project Manager needs to be able to identify the stakeholders, plan stakeholder engagement, manage the stakeholders, and monitor the stakeholder engagement. e A stakeholder* is 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. at Stakeholders may or may not be actively involved in project work and could affect or be affected by a decision, an activity, or an outcome of a project. Stakeholders take on a variety of roles and lic responsibilities on a project, and can include members of the project team, customers, end users, and many other individuals and groups of people. Managing stakeholders' influence and engagement throughout the project will have a large impact on a project's outcomes and success. up D ot N o D Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 5 e ut ib tr is D or e at lic Figure 1-1: Stakeholders and the project. up Stakeholders may have competing interests, needs, priorities, and opinions. They may have conflicting visions for the project's outcomes, so managing them carefully is an important part of the project manager's role. Project managers must identify the internal and external stakeholders of a project as early as possible, learn what their needs are, and secure their participation in defining the D project's parameters and success criteria. Although it may be difficult to negotiate a consensus early in the project, it is far less painful and costly than getting to the end of the project only to learn that someone's needs were not met or were misunderstood. ot Stakeholder Identification N Stakeholders should be identified early in the project so that their needs and expectations can be Stakeholder met. They are also the people best able to help the project succeed, as they have a specific interest in Identification o the project objectives and its success. It is important to identify project stakeholders regularly and to analyze and document relevant information regarding their interest, involvement, interdependencies, D influence, and potential impact on project success. The identified stakeholder list should be reviewed and modified as needed throughout the project as changes occur. Documents like the Business Case and Benefits Management Plan should describe lists of the stakeholders. Once created, the communications management plan and stakeholder engagement plans should describe the stakeholders and the planned engagement model. As the project progresses, Change Logs, Issue Logs, or Requirements documents can also unearth additional stakeholders. The Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  6 | PMI® Authorized PMP® Exam Prep stakeholders lists may be affected by different organizational environment factors. Existing templates and stakeholder lists from previous projects may be useful. Skills List Skills List There are a variety of interpersonal skills* that each member of the project team will need to establish and maintain relationships with other people. Although all of the skills are relevant to you and your project team, some of the skills will be more germane at particular times of the project. Regardless of when you use these skills, it's important for you to understand them and how they can e be used. ut The following table provides a description of skills that will be helpful as you build the project team. Item Description ib Conflict management Conflict management involves intervening before a negative result from a conflict can occur. Successfully managing conflicts tr throughout a project's life cycle can be challenging. As a project manager, you will be the point person for any conflict that arises. is You will determine how it will be handled. The goal is to try to increase any positive outcomes of a conflict so it can be viewed as a D learning experience. Cultural awareness Understanding and being aware of the different cultural viewpoints and beliefs of the individuals on your project team can help reduce Decision making or miscommunication and misunderstandings. Decision making can be a very important skill to use when working with others to come up with a result. In the business world, e decisions are usually produced by a group of individuals. Demonstrating that you have the ability to make decisions will at show that you can be a strong advocate in any decision-making process, meeting, or group. Decision making can be broken up into lic a series of phases, including: Defining the problem Generating potential solutions up Planning for solution actions Putting ideas into action Planning for solution evaluations D Evaluating the outcomes and processes Facilitation Facilitation techniques are skills used to lead or guide an assembled group toward a successful conclusion such as making a decision or ot finding a solution. Leadership The ability to step up and guide others to achieve results. N Leadership abilities are gained through experience, building relationships, and taking on initiatives. o Meeting management The ability to conduct productive meetings efficiently and effectively will be useful when gathering the necessary information D for developing the project charter. Negotiation Negotiation is an approach used by more than one individual to come to an agreement or resolution. Being able to successfully negotiate will have a huge impact on how you resolve issues and conflicts that arise during the course of a project. Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 7 Item Description Networking The interaction between people to expand their knowledge about business topics. It can take place in an organization, industry, or professional environment. Observation/conversation A technique that involves watching individuals as they perform their daily tasks in an effort to obtain first-hand knowledge of a situation or how a process is going. e Servant leadership A type of leadership used in agile and other types of projects, which encourages the self-definition, self-discovery, and self-awareness of ut team members by listening, coaching, and providing an environment which allows them to grow. Servant leaders facilitate the team’s work, remove any work barriers, educate stakeholders on ib the processes being followed, and celebrate the team’s accomplishments. tr Team building Building a strong team can be challenging, but through continuous support and working collaboratively, you can enable a team to work is together to solve problems, diffuse interpersonal issues, share information, and tackle project objectives as a unified force. The D team mentality is extremely effective and can be a powerful tool in achieving project objectives. or Reference: Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 80 The RACI Chart e at A RACI chart* is a common type of Responsibility Assignment Matrix (RAM) that uses The RACI Chart responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities. RACI stands for Responsible, Accountable, Consulted, and Informed. The RACI lic matrix helps identify who is responsible for making decisions and how the people responsible are supported. RACI is generally used to provide clarity on the roles and responsibilities assigned to each project team member. The RACI chart is also called a RASI chart, where "S" stands for up "Support." The Spotlight on RACI Chart Creation D presentation is available from the Spotlight tile on the CHOICE Course screen. You may choose ot to include it in your instructional plans, or you can remind students N about the tile and the supplemental information it contains. o D Figure 1-2: A sample RACI chart. Reference: Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 317. Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  8 | PMI® Authorized PMP® Exam Prep Note: For more information, check out the Spotlight on RACI Chart Creation presentation from the Spotlight tile on the CHOICE Course screen. Team Skill Appraisal Team Skill Appraisal Assessments of the team members and the team holistically enable the team to identify its strengths and weaknesses, and to help assess opportunities for improvement, build trust, and establish communications mechanisms. These may help to better identify: e Team preferences ut Aspirations Information processing and organization Decision making processes ib Interactions with other team members tr Pre-Assignment Tools is Pre-Assignment Tools There are a number of tools and techniques to support skills appraisals. These may include: Attitudinal surveys D Specific assessments Structured interviews Ability tests Focus groups or Diversity and Inclusion e at Diversity and Inclusion Project managers are often asked to work on projects with a global scope, or at least a broadly diverse project team, with members from different cultural backgrounds, industry experiences, or who even speak in different languages. The project team may adopt a project "team language" that is lic different from their native language. The project manager should seek to create an environment that takes advantage of this diversity and builds a team climate of mutual trust. Team development objectives might include: up Improving team knowledge and skills to reduce cost and time and improve quality. Improving trust to raise team morale, reduce conflict, and improve teamwork. Creating a collaborative culture to improve individual and team performance and facilitate cross- D training and mentoring. Empowering the team to participate in decision making and own the solutions they create. ot Note: Tuckman's Stages of Group Development is detailed in the lesson titled "Keeping the Team on Track." N Resource Management Plan o Resource Management Part of your project team's resource management plan will include a resource schedule. The Plan Resource Management Plan* is a component of the project management plan that describes how D project resources are acquired, allocated, monitored, and controlled. The resource management plan might encompass the following: Identification of resources Acquisition of resources Roles and responsibilities Roles—The function of the person in the project. Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 9 Authority—Rights to use resources, make decisions, accept deliverables, etc. Responsibility—Assigned duties to be performed. Competence—Skills and capacities required to complete the desired activities. Project Organization Chart—Defines the project team members and their reporting relationships. Team resource management—Guidance on the lifecycle of the team resources; how they are defined, staffed, managed, and eventually released. Training strategies and requirements. e Team development methods to be used. Resource controls for the management of physical resources to support the team. ut Recognition Plan—How team members are rewarded and recognized. Note: In the PMBOK Guide - Sixth Edition, resource management was revised to include both ib types of resources: physical and team (or human). As the project manager and team estimate activity resources, they will produce a resource calendar tr that identifies the following: is Working days, shifts, hours, weekends, and holidays Physical resource availability When and for how long resources will be available during the project D Attributes such as skills, experience levels, and geographies Virtual Teams or Many project teams now are virtual teams with multiple members that are not co-located. Virtual teams* are defined as a group of people with a shared goal who fulfill their roles with little or no Virtual Teams e time spent meeting face-to-face. This creates opportunities for finding team members with greater at skills, at lower costs, and allows a project to forego relocation expenses. Virtualization does create challenges for managing communications and enabling effective team performance. Virtual teams can leverage technology solutions to facilitate face-to-face lic communications, store and share files, create threaded discussions and wikis, and manage the team’s calendar. Agile tools allow for the publishing and sharing of team task boards, burndown charts, and other information radiators to improve visibility and promote collaboration. Information radiator up is the generic term for visual displays that are placed in a highly visible location so everyone can quickly see the latest information. Virtual teams* are groups of people with a shared goal who fulfill their roles with little or no time The Spotlight on Virtual D spent meeting face-to-face. Often, members of a virtual team are distributed across multiple Teams presentation is locations. Some virtual teams have occasional physical meetings, while others may never meet face- available from the to-face. Virtual team building is more difficult, for a number of reasons. Spotlight tile on the ot CHOICE Course screen. Bonding and team identity can be hard to create when team members are geographically You may choose to dispersed because finding ways to provide a sense of team spirit and cooperation may be include it in your difficult. instructional plans, or N Communication and information sharing needs to rely on various forms of technology because you can remind students teams cannot meet face-to-face. However, managing electronic collaboration so that everyone on about the tile and the supplemental o the team can reliably transmit and access information from one another can be challenging. information it contains. Because roles, reporting, and performance can be harder to track on a dispersed team, individual D contributions may be overlooked. Reference: Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 333. Note: To further explore how to manage virtual teams, you can access the Spotlight on Virtual Teams presentation from the Spotlight tile on the CHOICE Course screen. Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  10 | PMI® Authorized PMP® Exam Prep Project Responsibilities within the Team Project Responsibilities Defining the responsibilities within the project team depends on a number of factors. Some teams within the Team explicitly define and delegate individual and team responsibilities, where others may self-organize and the members of the team determine who will perform which work. Identifying a suitable resource to perform a responsibility might be based on the following: Experience: Does the team member have the relevant experience to carry out the activity? Knowledge: Does the team member have relevant information about the customer need, prior e implementations, and the nuances of this project? Skills: Does the team member have the relevant skills? ut Attitude: Does the team member have the ability to collaborate with the other team members? International factors: Consider team member location, time zone, and communications needs. ib During a new team formation, you should have a discussion with the team about the project's goals and objectives, the responsibilities of the project team, and the expected alignment of the responsibilities against team roles and skills. tr In a more agile approach, the teams will self-organize by assessing the work requirements and is deciding how and who will perform the work to help meet the team's objectives. More traditional approaches may involve assignments of work activities to specific team members as part of an overall work breakdown structure. Open communications and effective collaboration are critical D regardless of the specific project management method chosen. Rates Rates or The project manager is responsible for project budget and disbursements. Resource requirements should be met using the most cost-effective resource given the needs of the project, resource e availability, and other factors. at Resource Assignment lic Resource Assignment The project manager is expected to document the team members assigned to the project, their roles and responsibilities, and may include a project team directory, project organization charts, and project schedules. up These assignments make up an important part of the project management plan. Guidelines to Continuously Assess and Refresh Team Skills to D Meet Project Needs ot Guidelines to Continuously Assess Note: All of the Guidelines for this lesson are available as checklists from the Checklist tile on and Refresh Team Skills the CHOICE Course screen. to Meet Project Needs N When a project first commences, the project manager must have a certain level of awareness of the knowledge, skills, attributes, and experience needed by the project team to carry out the work and produce the project’s deliverables. o As the project progresses, the project team and the project manager should gain a better D understanding of customer needs and team capabilities to identify gaps in the team’s skill set. The project manager needs to coordinate frequent checks for these gaps, and identify appropriate mechanisms to close those gaps. These may include: The identification of new resources needed. Training requirements to enable the team to develop the missing skill sets. Identification of knowledge gaps that require additional engagement with the customer to assess needs and modify plans and deliverables as needed. Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 11 Guidelines to Maintain Team Knowledge Transfer A major project challenge is managing knowledge sharing among team members, especially on Guidelines to Maintain virtual teams. Team Knowledge Transfer A core objective is to facilitate collaboration and promote visibility among the team. As part of developing a team charter, the team should determine methods for facilitating knowledge sharing, including frequency of updates, version control, and supporting tools and the team’s agreed approach to their utilization. Agile practices refer to these as information radiators, with the goal being to create more e seamless visibility into project status across the stakeholder community. ut ib tr is D or e at lic up D ot N o D Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  12 | PMI® Authorized PMP® Exam Prep ACTIVITY 1-1 Building a Team Activity: Building a Team Scenario e You are the newly assigned project manager in charge of a major software migration, which will require the updating of more than 7,000 laptops across employees in five states. Due to unique ut circumstances regarding this particular migration, a technician will need to visit each machine, configure settings, download and install updates, and run a series of validation exercises to confirm a ib successful migration. One of the first things you'll need to do is identify the team members. Use the following questions to generate a tr discussion around the 1. Brainstorm the key skills that you will want in the members of this team. team skills that might be is needed, such as A: Answers will vary, but key skills might include familiarity with the software to be migrated, collaboration, good experience migrating software solutions, customer service skills, the ability to create and execute communications, etc. a playbook to carry out a consistent process, the ability to maintain records and document actions, D and troubleshooting skills. 2. You want to be able to validate that a proposed team member has the key or skills you are looking for. What types of techniques might you be able to use to assess whether the team member would be a good fit? A: Answers will vary, but can include any number of pre-assessment tools, including attitudinal e surveys, specific assessments, structured interviews, ability tests, and focus groups. at Lead students through a discussion of the types 3. You wish to establish a resource schedule for the project. What types of of information that is information should you include? lic needed to create a resource schedule. A: Answers could include how resources will be identified and acquired; the roles and responsibilities; Explain that students will the needed competencies; organization charts; training strategies and requirements; team be introduced to the development methods to be used; and resource controls for the management of physical up various items and tools resources to support the team. Also, project team resource management, including the guidance as they progress through on the lifecycle of the team resources—how they are defined, staffed, managed, and eventually the course. released. And, finally a recognition plan detailing how team members are rewarded and recognized. D ot N o D Lesson 1: Creating a High-Performing Team | Topic A Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 13 TOPIC B Define Team Ground Rules In order for the team to perform effectively, they need to collectively define project ground rules based on context, such as organizational rules and team dynamics. e Enablers, Deliverables, and Tools ut This topic addresses various enablers from the ECO. Enablers Collectively define ground rules. ib Communicate ground rules with team members. (ECO 1.12.1) Establish an environment that fosters adherence to ground rules. (ECO 1.12.2) tr Manage and rectify ground rule violations. (ECO 1.12.3) The following deliverables and tools are relevant to the enablers addressed in this topic. Some of is Deliverables and Tools these might be covered in detail in other sections of the course. D Deliverables Tools Team charter Negotiation skills Team norms or Conflict management Brainstorming Ethics e at Team Charter lic The team charter is a document that enables the team to establish its values, agreements, and Team Charter practices as it performs its work together. A good team charter should include: The team’s shared values. up Guidelines for team communications and the use of tools. How the team makes decisions. How the team resolves conflicts when disagreements arise. D How and when the team meets. Other team agreements (such as shared hours, improvement activities). Ideally the charter should be produced by the team, or at least with the team’s active participation. ot The team charter can and should be reviewed and updated as needed on a periodic basis. N Ground Rules Ground rules are defined as setting clear expectations regarding the code of conduct for team Ground Rules o members. Ground rules include all actions that are considered acceptable and unacceptable in the project management context. D Part of the purpose of a team charter is to produce a set of shared ground rules about the expected behaviors of the team members. By committing to a clearly defined set of ground rules, the team sets expectations for performance, decreases the risk of confusion, and improves performance. High performance teams need to have visibility into each other's work, clear rules on expectations and communications, and how to handle conflicts among the team members when they inevitably occur. By establishing clear ground rules up front, the team sets expectations for itself, and provides itself a tool to maintain and norm its performance. Lesson 1: Creating a High-Performing Team | Topic B Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  14 | PMI® Authorized PMP® Exam Prep An Environment that Fosters Adherence to Ground Rules The project manager seeks to create an environment where the teams can perform effectively and build trust. Ground rules contribute to these ends by enabling the team to take ownership of its rules, set expectations for itself around how the team will operate together, and establish effective mechanisms to handle conflicts that will inevitably occur. Key objectives here include facilitating effective team collaboration, promoting visibility of work and progress, and enabling the team to self-organize and self-manage as much as practicable. e Negotiation Skills ut Negotiation Skills Negotiation describes discussion that a team might have aimed at reaching agreement. In any performing team, there will be negotiations required, on roles and responsibilities, priorities, assignments, and deliverables. All team members should develop good skills in negotiation among ib themselves and with other stakeholders as required. tr Communication Between Internal and External Team Members is Communication The team will need to have regular communications with stakeholders outside the team. In many Between Internal and cases, the project team may have dependencies with other external teams, and collaboration will be External Team Members required in order to ensure effective expectations-management among the various stakeholders. Part D of an effective team charter may include communications protocols inside the team (team meetings, shared calendars, etc.) as well as periodic communication with external stakeholders to generate or feedback, manage dependencies, and ensure alignment. Team Norms e Team Norms The goal of the team charter is to establish team norms, or expected behaviors of the team. By at taking the time to establish these norms at the beginning of the project, the team is more likely to be able to handle challenges as the project progresses. These norms should include: Meetings lic Communications approaches Managing conflict Shared values up Decision-making Conflict Management D Conflict Management Inevitably, teams will come into conflict over any number of issues: scheduling, responsibilities, estimates of effort, and many other potential issues. One of the more compelling benefits of a team ot charter is the ability to anticipate that these situations will occur during the project, and to establish mechanisms for the team up front for how they will address these in a way that allows the team to N resolve its issues and proceed. While teams would prefer to make decisions by consensus, this doesn’t always happen, and the team should be prepared to acknowledge when disagreements occur and how they will work through them. o Conflict management is the application of one or more strategies for dealing with disagreements that may be detrimental to team performance. Effective conflict management can lead to improved D understanding, performance, and productivity. Conversely, ineffective or nonexistent conflict management can lead to destructive behavior, animosity, poor performance, and reduced productivity—all of which threaten successful completion of the project's deliverables. There are certain conflict resolution methods and the need to follow a particular method includes the intensity and importance of the conflict, the time given to resolve the conflict, the positions of the conflicting parties, and the motivation to resolve conflicts on a short-term or long-term basis. Lesson 1: Creating a High-Performing Team | Topic B Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  PMI® Authorized PMP® Exam Prep | 15 Reference: Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 348-349. Brainstorming Many techniques can be useful for helping a team identify and prioritize options for how to address Brainstorming ground rules issues. A common technique is brainstorming, where a facilitator works with the team to identify a series of potential solutions to a given problem, and then performs various types of analysis to assist the team in selecting the most appropriate alternatives. e ut Code of Ethics and Professional Conduct The PMI® Code of Ethics and Professional Conduct describes the ethical and professional Code of Ethics and ib behavior expectations of any individual working as a project management professional. There are Professional Conduct many values that PMI expects a project manager to have while interacting with anyone related to a Students should be tr project. The following have been identified as important: responsibility, respect, fairness, and familiar with this Code honesty. but avoid spending too much class time on it. is Note: For more information and to read the official document, go to https:// www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf. D Teams should adopt a similar set of ethics that sets expectations among the team members for honesty, integrity, and commitment to supporting the team’s objectives in an ethical manner. or Reference: Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 3. e Guidelines to Manage and Rectify Ground Rule Violations at When the team establishes its charter, it sets expectations for the ground rules about how the team Guidelines to Manage is to operate, and what methods will be used to handle conflicts that occur. and Rectify Ground Rule Violations lic If there are violations of the team’s ground rules, the team and the project manager should assess opportunities for remediation, or if the violation is so serious as to contemplate the removal and replacement of an offending team member. up The team should continue to focus on its core values in these circumstances, including accountability, shared expectations, and transparency where appropriate. D ot N o D Lesson 1: Creating a High-Performing Team | Topic B Licensed For Use Only By: Alan Kwon 417098 Jun 6 2021 5:26AM  16 | PMI® Authorized PMP® Exam Prep ACTIVITY 1-2 Defining Team Ground Rules Activity: Defining Team Ground Rules Scenario e You are forming the team for the migration project, and you want to help the team begin working through establishing its norms and defining how they will work together to accomplish the project ut objectives. You organize an initial team meeting. ib 1. The team decides it should produce a team charter, but is unsure of exactly what it should cover. What are some of the key areas that a good team tr charter should include? is A: Your teams should identify at least some of the following key items: shared values, guidelines for communications, use of collaboration tools, decision making approach, conflict management, when the team meets, shared hours, how the team improves. Your participants may identify many D additional alternatives that are effective. Lead a discussion to identify interests, 2. The team realizes that it will regularly require interaction with other methods of communication, different approaches to engagement, and some or stakeholders who are not part of the team. What are some of the key considerations for interaction with them? A: Any of the following answers would be appropriate: identifying the stakeholders; identifying their e of the challenges of interests in the project; determining the appropriate communications method; determining the alig