Agile Hybrid Pro Course - Conflict Management PDF

Manage confllct MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Overview: Manage Conflict Page 4of 15 Work stressors, disagre...

Manage confllct MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Overview: Manage Conflict Page 4of 15 Work stressors, disagreements about project direction, task "turf wars," personalities, and almost every aspect of working with others in complex. often stress-filled environments, can lead to conflicts. Though managing conflict is everyone's professional responsibility. project leaders have great influence on the redirecting and handling of conflict. Effective conflict management can lead to improved 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 project outcomes. Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Manage contllct MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task One: Investigate the Conflict Page 5of 15 In predictive projects or environments, the project manager may facilitate conflict resolution sessions. In agile settings, the team is empowered to resolve conflicts as part of being self-organized. Actively listen to both sides. Begin with getting a comprehensive view. Listen to the stories and analyze t he facts. Remain neutral as you investigate the conflict. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Leadership Interpersonal skills, active listening, empathy, cultural awareness, expert judgment, and emotional intelligence- all of t hese are required of your leadership as you investigate conflict on t he team. Conflict Management This process manages and assuages the negative components of a conflict while increasing t he positive aspects of a conf lict. Conf lict management can be used t o build underst anding and t rust and increase eff ectiveness or per formance. A conflict management strategy and agreed guidelines for behavior should already be in place via t he team charter, ground rules, or way of working ty,JoW). Change Management Change management is an organized, syst emat ic application of the knowledge, tools, and resources of change that provides teams with a key process t o navigate complexity , including manifestations of conflict. An issue log or impediment log can be useful to keep track of how a conflict evolves as you and t he team deal w ith it.  X Deliverables & Artifacts Team Charter The team chart er est ablishes the values of the team, including how to manage conflicts among team members and stakeholders. Conflict Management Matrix Some t eams creat e a mat r ix to keep track of conflict escalat ion, and hopefully de- escalat ion or resolution. If the conf lict becomes or c reat es an issue, then it would be logged in t he issue log of t he project. Manage confllct MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Two: Decipher Conflict Source and Stage Page7of 15 Help the team identify where things went off track, what project or personality attributes or complexities might be feeding conflict, all while keeping sight of what project outcomes are at stake. Knowing when the problem started becoming personal can definitely help. Conflict resolution strategies vary in effectiveness depending on the stage of the conflict, so it is important to know how complex the problem is. Causes of conflict can include: Competition Differences in objectives, values, and perceptions Disagreements about role requirements, work activities, and individual approaches Communication breakdowns Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Communication One-on-one discussions or informal inter views can be very beneficial to understand and analyze a conflict. Is t his a new argument or is it a reprisal of another conflict? Interpersonal Skills In addition to analytical skills, which you need t o use to research t he conf lict, some essential leadership t raits include emotional intelligence, adaptability in leadership st yle (aka situational leadership), active listening, and negotiation.  X Deliverables & Artifacts Team Charter Consult the ground rules in the team charter to see how the team agreed to manage conflicts and disruption. Manage confllct MENU TRAN SCRIPT GLOSSARY RESO URC ES ~~- Task Three: Determine the Root Cause Pages of 15 Always engage in active listening when dealing with conflict. St r ive to establish t he fact s about how t he conflict arose. It is likely t hat you will need t o coach the t eam members or stakeholders away from conflict, so remember to remain impartial. Seek t he root cause just as you would do in the case of a project issue. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Conduct an invest igation of the facts of t he conflict so you can analyze and consider them. Data from interviews or discussions and work artifacts are useful to seeing where t he conflict may have emerged. Use critical thinking and expert judgment to narrow down the root cause. Five Whys A highly eff ective t ool for root cause analysis. By asking "why" of a stated problem consecut ively, you can inspect a problem in depth until a sat isfact ory answer- one that can be acted upon to resolve the conflict- is found. The number "5" is arbitrary. The point of t he technique is to find out the point s where a single problem may have originat ed. Project Schedule Att ach t he emergence of the conf lict to a place in the project schedule. This can help point out which specific items in the work breakdown structure (WBS) or backlog may be involved or are even causing the conflict. Knowing this can help to understand how long t he conflict has been brewing and whether the work item or situation was problematic or has been affected as a result of the conf lict.  X Deliverables & Artifacts Fishbone Diagram Also called the Ishikawa or cause-and-effect diagram, t his graphic helps identify many pot ential causes of a conflict, problem, or eff ect. This diagram can be produced during a meeting or brainstorming session. Manage conflict MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Four: Analyze the Context Page llof 15 Once the root cause of a conflict is determined, the next step is to better understand the context. You should f ind out if any team dynamic, working arrangement, or process may be facilitating or enabling a problem. Analysis can help you understand the differing points of view or complications t hat are feeding the problem. Potentially, this can also help find other ways of f inding accord between parties and achieve greater stability on t he team. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Interpersonal Skills Project leaders need to have emotional intelligence, which is the capacity to be aware of, control, and express their emot ions and handle interpersonal relationships judiciously and empathet ically. By demonst rating empathy, others perceive that they care about w hat is happening. They use active listening to process t he content of interpersonal communication as well as how the message is conveyed and received. As servant leaders, t hey encourage others in the same behavior. Conduct Retrospectives The team discusses work issues at retrospect ives. It is part of the t eam dynamic that everyone has a chance to voice their point of view.  X Deliverables & Artifacts Lessons Learned Once you have invest igated and analyzed t he context of the conflict, commit the information t o t he project 's knowledge base, t he lessons learned register. Details about working with cert ain st akeholders, combinations of stakeholders, or factors in the enterprise environmental factors (EEFs) can be valuable information for lat er in t he project or for t he next project. Manage conflict MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Five: Implement and Track Solutions Page 13 of 15 Finally, the team is ready to move ahead and resolve the conflict. The following chart shows t he basic types of conflict resolution approaches. A few factors will affect the choice you take, including t he stage, complexity, and nature of the conflict, how it affects the work environment, and the people and personalities involved. And once you have implemented a solution, you need to know if it worked and have some assurance t hat it will keep working. Approach I Description Withdraw/Avoid Retreating from an actual or potential conflict situat ion. Postponing t he issue to be better prepared or resolved by others. Smooth/Accommod Emphasizing areas of agreement rather than areas of ate difference. Download the chart Tools & Techniques Deliverables & Artifacts  Implement and Track Solutions The following chart shows the basic types of conflict resolution approaches. A few factors will affect the choice you take, including the stage, complexity, and nature of the conflict, how it affects the work environment, and the people and personalities involved. And once you have implemented a solution, you need to know if it worked and have some assurance that it will keep working. Approach Description Retreating from an actual or potential conflict situation. Withdraw/ Postponing the issue to be better prepared or resolved by Avoid others. Emphasizing areas of agreement rather than areas Smooth/ of difference. Accommodate Conceding your position to the needs of others to maintain harmony in relationships. Emphasizing areas of agreement rather than areas of Compromise/ difference. Reconcile Conceding your position to the needs of others to maintain harmony in relationships. Pursuing your viewpoint at the expense of others. Force/ Offering only win-lose solutions, typically enforced Direct through a person in a position of power. Incorporating multiple viewpoints and insight from Collaborate/ differing perspectives. Problem Solve Enabling cooperative attitudes and open dialogue to reach consensus and commitment.  X Tools & Techniques Face-to-Face Discussions In t he case of conflict, it is best to sett le matters in person so misinterpretation is minimal and you can respond right away t o the parties involved. Plan Resource Management Confirm approaches or protocols for interacting with resources and t ailor t hem as needed in response to t he conflict. Amendment s may also be needed in ot her project artifact s such as t he communications management plan. For example, if a particular team member has a histor y of forgetting or misunderstanding instructions. ensure that communication with this resource is articulated clearly.  X Deliverables & Artifacts stakeholders. Updated Issue Log If t he conflict has become an issue, manage it just as you would any other issue t hat arises during the project. Put someone in charge of it and they will provide updates on how t he solut ion is working out. Reprioritized Backlog The order and priorit y of work may likely have shif t ed as a result of resolving a conflict. Mitigate the interruption t o work by proceeding w ith a backlog t hat is reprioritized by consensus and focused on delivering value for t he project. Updated Impediment Log The list ed conflict represents an impediment to work and its resolution would, t herefore, be tracked in t he impediment log. ~~- Task Overview: Lead a Team Page 4of 21 Team members and stakeholders need motivation and inspiration. Project managers and team leads focus on building a leadership skillset during their careers. Whether their natural approach is to take charge, be a servant leader, coach, or quietly work behind the scenes, project leaders must adapt and tailor their leadership style to each project and the stakeholders. Lead by educating the team and other stakeholders about the value of the work, building a shared understanding about the work and team, promoting teamwork and collaboration, assisting with project management tools and techniques, removing roadblocks, and articulating the project's vision. Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Leaaa 1eam MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task One: Set the Project Vision Page 5of 21 Promoting the project's vision inspires the team to remain focused and motivated. Seeing and guiding the project toward short- and long-term goals keeps the project moving forward and aligned with stakeholder expectations. Create a clear vision statement that aligns w ith your project, stakeholder, and organizational goals, as the first steps in leading a project. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Because t he project tits wit hin the larger organization, it is essential to t hink ot it as a system within a system. Your project will share at least some aspects of the greater organization's vision and st rat egy. Project Charter The project charter is t he best place to st art for information about the project vision and mission. It communicates w hy the project is being initiated and what the project's outcomes will be. Key Performance Indicators (KPls) Operat ional or funct ional leaders are typically responsible for sett ing KPls t o support t he organization's strategic goals. Projects should somehow align wit h or support strategic goals. KPls help ever yone t rack progress toward the goals. Engage Stakeholders It is c ritical that you know what your st akeholders need and want in order to factor t heir viewpoint s into the project  X Deliverables & Artifacts Vision Statement The project vision serves as the blueprint for t he project. While components may change or adapt, t he vision should remain consistent. The vision statement may describe t he product or solution. intended users or consumers of t he solution. key desired objectives. differentiators f rom competitive approaches. key features. and benefit s, etc. Some teams call t his the North Star st at ement. ceaaa 1eam MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Two: Support Diversity and Inclusion Page7of 21 Project leadership needs to bring the best out of everyone on the team. Though diversity and inclusion standards vary by context, project leaders should assume the highest global standards about including people of all genders, ethnicities, disabilities, and other identifiers. Equal treatment of people, examination of personal bias, tolerance of different styles of expression and working, and making fair decisions are actions that reflect leadership in diversity, equity, and inclusion (DE&I) standards. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Communication Communicate openly t o learn from others, build t rust , and use a confident , inclusive leadership approach to lead various team members and st akeholders. Take counsel f rom others and act w ithout prejudice. Servant Leadership Modeling t he behaviors agreed upon by ever yone on the team in the ground rules set s the tone for t eam interact ions. Emotional Intelligence (EQ) Being self -aware is a powerf ul leadership t ool. Create a cult ure of self -awareness on t he team, encourage ot hers to take an introspective approach to t heir interactions with others. Expect your EQ competency to grow as you work on more projects, involving more diverse locat ions, industries, organizations, stakeholders, working styles, and cult ures.  X Tools & Techniques Communication Communicate openly t o learn f rom others, build t rust , and use a confident , inclusive leadership approach to lead various team members and st akeholders. Take counsel f rom others and act w ithout prejudice. Servant Leadership Modeling t he behaviors agreed upon by ever yone on the team in the ground rules set s the tone for t eam interact ions. Emotional Intelligence (EQ) Being self -aware is a powerf ul leadership t ool. Create a cult ure of self -awareness on t he team, encourage ot hers to take an introspective approach to t heir interactions with others. Expect your EQ competency to grow as you work on more projects, involving more diverse locat ions, industries, organizations, stakeholders, working sty les, and cult ures.  X Deliverables & Artifacts Team Charter When the t eam discusses ground rules, it is possible t o openly discuss any DE&I guidelines or concerns and include them in t he ground rules. Because of t he sensitive nature, some may prefer to share information privately t hat could lead to creating a healt hier and inclusive team culture for all. Leaaa 1eam MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Three: Value Servant Leadership Pages of 21 Servant leadership is about serving your team first, while being their leader. Prevalent in agile settings but becoming popular in all project environments, servant leadership entails fostering team growth, removing roadblocks, and sharing authority. The central premise is facilitating and guiding individual actions rather than directing them. Servant leaders also help teams develop and grow as a group and as individuals by facilitating the team's work. They provide coaching and training, remove blocks that impede progress, and focus on team accomplishments rather than problems. Servant leadership requires active listening, coaching, awareness, and facilitation skills. It works well in situations where team members have sound technical skills and look to servant leaders to communicate and negotiate with outside stakeholders. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Interpersonal Skills Good communicators have both technical and behavioral attributes. Placing value on servant leadership means communicating in a way that shows you are an attentive listener or reader and value accountability as well as the other person's time and availability. Remove Impediments Removing impediments in a project involves using your influence first, resources second, and authority third to ensure the project team has what it needs to progress in its work. Impediments Log The impediment log records, prioritizes, publishes, addresses, and communicates impediments in a project. The project manager manages this log. Using an impediments kanban board makes this process visible to the team and you are therefore accountable for impediment removal.  X Deliverables & Artifacts The team discusses how they are going to interact with one another from the beginning to create the ground rules, which is part of the team charter. While this may seem awkward, setting out the working relationships, or just opening up a conversation about it, indicates to everyone that they are accountable for team leadership. Retrospectives Agile teams adopt a continuous improvement method as their organizing team structure. Their way of working NVoW) depends on collaborating with one another and evolving productive team behaviors while identifying unproductive ones. After each sprint or iteration, the team gathers to discuss how they can improve. Team members' use of servant leadership to reinforce productive behaviors and identify unproductive ones can be very important in this process. Team Coaching Work w ith team members to demonstrate and reinforce positive behaviors, even as you are coaching them. Try using yourself as an example as you coach others on the team. Make coaching a regular part of your interaction with the team. Lead a Team MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Four: Choose Your Leadership Style Page llof 21 The servant leadership philosophy informs the modern leadership role for project leaders on dynamic teams. But you should adapt your leadership style to best fit your project's needs and your professional and personal strengths. Leadership requires ethical, interpersonal, and conceptual skills to help you analyze situations and interact appropriately. An effective leader should have the qualities and skills necessary to manage relationships, build trust, collaborate with others, solve problems, exhibit integrity, and guide the team toward a successful project close. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Project/ Organizational Vision Statement Pay close attention t o the letter and t he intent of the vision st at ement for t he project as well as t he organization. This provides important context for your leadership. Motivational Theories Read and research proven ways of understanding human and organizational behavior. Learn techniques and strategies for leadership and then tailor this information t o your team and project. Engage Stakeholders Get to know as many people on t he team and project as well as you can. You need to be familiar with the personalities on the t eam and stakeholder groups so you can tailor your communication and interactions. You should actively request feedback on your leadership f rom stakeholders and team members.  X Deliverables & Artifacts Preferred Leadership Style Though leadership can be highly situational, you will f ind after some t ime leading projects that a particular st yle is pref erred and t hat you naturally follow t his st yle. This is fine, but you must always be adaptable to changing circumstances in projects. Lead a Team MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Five: Inspire, Motivate, and Influence Page 13 of 21 To achieve the highest levels of performance, team members need to be inspired, motivated, and influenced. Leading by example is just the beginning. Project teams perform better when t hey are confident, can count on cohesion and solidarity, and have a strong element of trust and psychological safety. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Coaching and Mentoring Get close contacts going with, and among, your team members. You can perform coaching and mentoring yourself or you can set up pairs who work together to learn from each other and collaborate. Face-to-Face Meeting There is no replacement for direct, physically colocated communication. Use this powerful tool to lead your team by getting to know t hem first by having a personal meeting. Conduct Meetings Keep t he tone of standups positive and focused on solutions. This daily practice will give a regular window of opportunity to keep the team cult ure healthy. During retrospectives, the team can reflect on their motivational level or morale and discuss how to improve it, if necessary.  X Tools & Techniques There is no replacement for direct , phy sically colocat ed communicat ion. Use this powerful tool to lead your team by getting t o know t hem first by having a personal meeting. Conduct Meetings Keep t he tone of standups positive and focused on solutions. This daily practice will give a regular window of opportunit y to keep the team cult ure healthy. During retrospectives, the team can reflect on t heir motivational level or morale and discuss how to improve it, if necessary. Performance Motivation Keep your team's performance high by motivating t hem. Use a positive t one in communicat ions, of fer constructive criticism, and use rewards and recognition programs. If you are conducting frequent performance assessment s, monitor whether t he team is improving and in what ways- and let t hem know what they have accomplished and t hat you are proud of them. Other assessment- related motivat ion tools can include velocity, defect counts, customer feedback, and formal assessment tools.  X Deliverables & Artifacts Reward and Recognition Plans Reward and recognition plans can be used to reinforce performance or favorable behaviors and actions. Reward and recognition systems are generally standardized throughout an organization and approved through corporate channels. Rewards might be monetary-based like bonuses, time-based- such as vacation time and early departure- or other perks such as trophies or small gifts. Recognition is focused on the person and group of people and may not include a reward, instead focusing on acknowledgment and appreciation. Information Radiators Post team performance wins and results on an information radiator in a visible place so everyone can see. This will help keep motivation high. Lead a Team MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Six: Understand Stakeholder Influence Page 15of 21 Your ability to be a leader in the team requires acknowledging the sphere of influence of others. How much do you actually know about the project stakeholders and their ability to influence change in t he organization? How will exercising their priorities or skills affect the project and/or the team? Are they true team players? Are they known for decisive action and t ransparency? Search for some answers to t hese types of questions about stakeholders to better understand how they can influence the project. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Influence M atrices and Power Grids Classifying your stakeholders in terms of their power, influence, and impact on your project can be used for communications and engagement. Two-dimensional grids enable you to group stakeholders based on two factors- for example: Power/interest grids that group stakeholders based on their levels of authority and interest in the project- Le., How important is the project to them? Power/influence grids that group stakeholders based on their levels of authority and involvement or ability to affect change in the project. Salience Model A salience model is a classification model that groups stakeholders based on their level of authority, immediate needs, and how appropriate their involvement is in terms of the project.  X Deliverables & Artifacts Updated Stakeholder Engagement Plan The plan identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision- making and execut ion. As your understanding of each stakeholder's sphere of influence evolves, update t he plan. Also updat e the stakeholder matrix and salience model. Lead a Team MENU TR ANSCRIPT G LO SSARY RESO URCE~ ~~- Task Seven: Lead with Adaptability Page 17 of 21 Tailor your leadership style during a project as you deal with changing situations. Also be aware of how t he team responds t o you and tailor your style and approach until you get a productive result. Some teams and individuals are more eff ective wit h specific leadership styles. Somet imes you will find it more effective t o use a different leadership style for certain individuals, sit uations, or organizational cult ures. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Leadership Styles Common leadership styles include: transformational, charismatic, transactional, interactional, laissez-faire, and servant leader. Through the application of these leadership styles, project managers can lead relevant stakeholders using effective communication tools and techniques.  X Deliverables & Artifacts Team Recognition It is important to recognize the team's effort and congratulate them on their work. Project work can be stressful and hectic, and though you are steering the change or removing obstacles for the team, they still experience the effects of change and complexity. Counter-balance this by giving them positive feedback consistently. Coaching Because every member of your team is an individual, you should treat them as individuals whenever you can. In addition to "all hands" meetings, ensure you make t ime for coaching team members, preferably in a face-to-face setting. Situational Leadership This is simply the ability to adapt your leadership style to the needs and requirements of a project team and context. Lead a Team MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Eight: Maintain the Team Page19 of 21 Leading a team is an ongoing effort. Setting them up for success means continuing to support and encourage them continuously throughout a project. In agile teams, everyone plays a part in keeping the team motivated, cohesive, and productive. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Emotional Intelligence (EQ) Use emotional intelligence and ot her interpersonal skills and methods to tailor your behavior to a style t hat connects best with each st akeholder. Communication Est ablish f luid and appropriate communication among team members, stakeholders, and other relevant part ies. With a good communications system in place, teams can problem solve, give and receive feedback, and address any problems eff ectively. Performance Monitoring In predictive settings, a project manager uses metrics to maintain a current view of t eam member activity and progress.  X Tools & Techniques With a good communications system in place, teams can problem solve, give and receive feedback, and address any problems eff ectively. Performance Monitoring In predictive settings, a project manager uses metrics to maintain a current view of t eam member activity and progress. Standups and Retrospective Meetings Keep meetings focused and consistent so t he team has regular channels of communication. Tuckman Model Your goal is t o keep the t eam at level 4, "performing." As new team members join and the t eam changes, the t eam will need to reacclimat e. Keep a close wat ch on how t hey navigate the st eps in the Tuckman model and ensure they successf ully t ransition from "storming" to "performing."  X Deliverables & Artifacts Project Management Plan Plans for ongoing team healt h should be part of the project management plan, including conflict management and training plans. Developed Team Cohesion Good leadership and people working together in a climat e of trust and shared understanding results in developed team cohesion. Support Team Performance MENU TR ANSCRIPT G LOSSARY RESOURCE: ~~- Task Overview: Support Team Performance Page4of 15 From tactical or analyt ical methods t o coaching and supportive roles, project managers and team leads are committ ed to helping t he team perform optimally. Eff ective teamwork contributes t o a successful project outcome by helping to ensure better qualit y of processes and deliverables. As project leader, your role is to build the t eam and foster t he teamwork ethos. To be effective, provide opportunit ies t hat challenge a team's abilities, provide support and t imely f eedback, and recognize and reward good performance. A syst emat ic approach to the continuous improvement of t he team's performance is recommended. Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Support Team Performance MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task One: Match Team Performance to KPls Page 5 of 15 Key performance indicators (KPls) are strategic measures that help to track team or project success. They are quantifiable statements of desired outcomes. For projects, you can use KPls to measure aspects of a team's performance. Use KPls to align team performance with project objectives. KPI metrics help assure the team that they are progressing toward project goals. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Communications Effective communication in a supportive environment enables teams to achieve the best team performance and develops trust among team members and stakeholders. It makes conflict management, decision making, and problem solving easier. Seeking leadership or stakeholder support helps you construct an effective project team. This w ill help improve people skills, advance technical competencies, build a good team environment, and increase project performance. Develop Team Key Performance Indicators (KPls) Create KPls that can assist with existing improvement initiatives and really make a difference to team performance. For example, if a team sets a goal of making fewer preventable mistakes, they could set a KPI of "Time spent on rework." The team can track how many hours per week are devoted to redoing tasks. The measure of success could be "less than 15% of schedule," for example. The team keeps track of how many hours are spent doing rework and at the end of each iteration. someone reports on the time spent on rework. Use of this KPI can help this team decrease the amount of time and, therefore, money spent on correcting preventable mistakes.  X Deliverables & Artifacts Data Visua lizations Show KPI metrics visually, to ensure transparency and create momentum and a shared understanding within the team. Support Team Performance MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Two: Support Team Growth Page 7of 15 High-performing teams need to be self-motivating and rooted in a culture of continuous improvement to be able to contribute their best work. Seek opportunities for the team to develop strengths, improve competencies, and resolve dependencies- especially of key resources. Create and sustain a team culture that is self-directed and empowered to make decisions. You should t rust them to pursue the project goals and verify success or failure. In the case of failure, encourage them to learn from it. Reserve punitive measures only for serious violations. Always provide clear project or activity goals and guardrails (tolerances). Finally, keep your team growing and developing in concert with organizational and industry trends and cultures. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Metrics such as KPls can show t he journey of the t eam in various aspect s. Use t he discovered metrics t o know w here to d irect support effort s. Communication Ensure team communication is a f luid and support ive medium where feedback is constructive and given and received well. Communicat ion about team growt h should be a regular part of team life- evident during team retrospectives, for example. Motivation Coaching team performance should be motivational, even w hen it is correct ive or const ruct ive criticism. Exercise caution with incent ives, as most motivational theories-e.g., Maslow's Theory- connect rewards to personal growth rather t han external validation. Creat e an environment where ever yone is encouraged to be the best they can be, processes are as seamless and t rouble f ree as possible, and obstacles are dealt with ef ficiently. Psychological safety , being trusted and empowered t o act, and having a sense of belonging will lead to a feeling of pride and confidence in the team's work.  X Tools & Techniques V ,~,, tVIQVI VVV V I I IV V I ~ V V I II I V \,,,,\, I VVVQ I '-AV \.,V ,...,\,.,1 VV I 10.1 growth rather than external validation. Create an environment where everyone is encouraged to be the best they can be, processes are as seamless and trouble free as possible, and obstacles are dealt with efficiently. Psychological safety, being trusted and empowered to act, and having a sense of belonging will lead to a feeling of pride and confidence in the team's work. Process Roles In project teams, some roles are dedicated to supporting the team. Scrum masters and release train engineers are two examples. Their direct work with the team can free up time for a project manager or team lead to think holistically about team development- to research training opportunities or read motivational theories, for example. Conduct Retrospectives Keep the focus on team performance by dedicating time regularly to discussing performance gains and challenges at team retrospectives.  X Deliverables & Artifacts Team Charter The team charter or ground rules should contain some statement about growth expectations or opportunities for the team. If it does not, consider adding it for your next project. Team development is a measurable benefit for the project and the organization. Training Formal training to help the team create synthesis around processes, new skills, and working dynamics can help to improve performance. Team leads can also be trained on how to support a high-performing team. Pairing and Coaching Training alone may not ensure that the required knowledge and skills are translated. In some cases, the training can be augmented by pairing team members or creating coaching or longer-term mentoring situations to ensure the learning is transferred appropriately into performance.  X Deliverables & Artifacts Training Formal training to help the team create synthesis around processes, new skills, and working dynamics can help to improve performance. Team leads can also be trained on how to support a high-performing team. Pairing and Coaching Training alone may not ensure that the required knowledge and skills are translated. In some cases, the training can be augmented by pairing team members or creating coaching or longer-term mentoring situations to ensure the learning is transferred appropriately into performance. Rewards and Recognition Plans Establish and use an incentives program to reward the team for succeeding in their efforts. Take note of contributions, thank team members for their hard work, and recognize them with badges, certificates, or notes of appreciation. Support Team Performance MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Three: Select a Feedback Approach Page 9 of 15 Providing feedback, both positive and negative, is the best way for your team to know if they are making the right kind of progress. Constructive feedback is essential if we are to learn, adapt, and grow. But giving feedback can be tricky because of personal dynamics and external factors such as time lines, so it is important to consider multiple approaches. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Analyze Team and Stakeholders To determine t he best method of f eedback for the t eam, it is important to be f amiliar wit h t he team dynamic. Has a natural leader emerged who can be the contact point for feedback? Or is the team f ully collaborat ing and everyone wants to part icipate in the feedback sy stem? Conduct Retrospectives Agile teams have layers of continuous f eedback, including retrospect ives following each phase or iteration. At team retrospect ives, openly discuss whether t he feedback approach is working and how it can be improved.  X Deliverables & Artifacts Scheduled Feedback Continuous feedback is essential for agility and responsiveness. Regular feedback is crucial for the team in all project management methodologies and team environments. Agile teams use iterative and incremental development, and w ithin each iteration, both t he product and the t eam's processes improve. Team Performance Assessment This assessment evaluates the eff ectiveness of the t eam as a w hole. It reflect s how well they work together on the work assigned. It is an out put of t he Develop Teams process and is a formal method of feedback. Support Team Performance MENU TRANSCRIPT GLOSSARY RESOURC ~~- Task Four: Verify Performance Improvements Page 11 of 15 After providing training. offering feedback and coaching. and establishing KPls. how will you check that team performance has improved? Creating and supporting a high- performing team takes a dedicated mindset and a systematic program of continuous improvement. Tools & Techniques Deliverables & Artif acts  X Tools & Techniques Data Analysis Analyze team performance by tracking progress on KPls. Is the team achieving its goals? If performance is lagging, find out where and why so you can make improvements. Velocity Chart A velocity chart depicts the completion rate of the team over time and helps predict the speed of future iterations. Velocity will vary for every team, so once the velocity graph is started, you can use it for forecasting or improvement initiatives. Information Radiators Any kind of project team can use information radiators as a shared site for tracking progress or performance metrics. Burnup and burndown charts are useful to show the progress and gains made by the project team over time (burnup) or outstanding work (burndown). Because progress is discussed at daily standups, everyone is  X Tools & Techniques A velocity chart depicts the completion rate of the team over time and helps predict the speed of future iterations. Velocity will vary for every team, so once the velocity graph is started, you can use it for forecasting or improvement initiatives. Information Radiators Any kind of project team can use information radiators as a shared site for tracking progress or performance metrics. Burnup and burndown charts are useful to show the progress and gains made by the project team over time (burnup) or outstanding work (burndown). Because progress is discussed at daily standups, everyone is updated frequently about what the team progress should be, so these information radiators are a useful and visible way of comparing actual progress against desired progress. They give the team accountability. Conduct Retrospectives During team retrospectives, teams discuss progress and improvement during the most recent iteration. In this way, they are verifying any performance improvements.  X Deliverables & Artifacts Team Performance Assessments Performance assessments can be done for individual team members as well as the entire project team. This can be measured via technical success factors or human resources factors such as staff turnover rate, team cohesiveness, etc. Support Team Performance MEN U TR ANSCRIPT G LO SSARY RESO URCE~ ~~- Task Five: Support Task Accountability Page13 of 15 In predictive sett ings, t he project manager assigns tasks. In agile teams, team members self -organize t o decide and complete the work as a team. In either case, an element of individual and t eam accountability for tasks supports t he overall performance of the t eam. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques rc::1 I V I 11 IGU IVC i:::1.::>::>c::::>::>1 1 I C::I l l, I ::> Cl l,UUI l,l lc:::1l, UUIIU::> 111 c:::u,, ;vuu1 lt...-i:::tUlllt.,~ I V I t....Gl::>1\::,, (l, VVIII f lC::IJJ 8UU l,U VUI I I JJc:11 c:: fJC::f I V I I I Id.I IVt::: to goals, reclarif y roles and responsibilities, deliver posit ive as well as negat ive f eedback, discover unknown or unresolved issues, create and monitor individual training plans, and establish future goals. RACI Chart If t asks are divided and the team or project manager decides t o appoint degrees of accountability, a RACI chart is an ideal tool to use. The mat rix uses responsible, accountable, consult , and inform statuses t o define the involvement of st akeholders or team members in project act ivities. The RACI chart may also be called a RASI chart , where "S" stands for "suppor t." Management by Objectives Teams are typically more productive and mot ivated when they have clear object ives. Project managers can support their team by setting objectives and working with team members to determine joint objectives that are challenging yet attainable. Setting objectives can be conducted at t he start of a project or stage, but is commonly done throughout the project life cycle, such as in an iteration planning session in which t he team set s the targets  X Deliverables & Artifacts Team Performance Assessments These documents include performance assessments for individual team members as well as the entire project team. This can be measured via technical success factors or human resources factors such as staff turnover rate, team cohesiveness, etc. Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCES Page4of 13 Task Overview: Empower Team Members and Stakeholders Team members and stakeholders are a critical shaping and driving force of any project. Once the team has a shared understanding of the value of the project and what the work entails, they should take action and initiative to drive the project forward to earn value for the organization. Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCE~ ~~- Task One: Play to Your Strengths Page5of 13 Try to maximize the value in your team. Seek knowledge of the team members' and stakeholders' strengths and weaknesses, their motivations, and how all of these can affect successful outcomes so you can plan strategically. Involve team members and stakeholders as much as possible in decision making, since they are the experts in their work and know best about timings, dependencies, and risks. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Performance Analysis As teams progress t hrough t he work, t hey develop strengt hs that can be leveraged to improve overall team per formance. Tools like SWOT analysis (strengths, weaknesses, opportunities, threat s) can help ident ify t eam strengths and weaknesses. Responsibility Assignment Matrix (RAM) This framework helps assign and delegate tasks to individuals in a project. It makes each person accountable in a visible way and shows t he relationships between roles with regard to a part icular task. The RACI matrix is a popular type of RAM t hat can help you easily identify t he roles who are responsible, accountable, consulted, or informed about a goal, activity, or task.  X Tools & Techniques Team Decision-Making Tools Tailor the decision-making tools to t he strengths of t he team. For example, highly skilled technical teams may require data- based tools, while managerial teams could be empowered by qualitative tools such as surveys or inter views. Most project teams are highly collaborative, and collaborat ion is also is an effective decision- making tool. Retrospectives Keep communicat ion f luid about work performance w ith regular conversations about improvement. Of ten, there can be more than one way to accomplish a piece of work; encourage use of proficiencies t o minimize r isk. Interpersonal Skills In addition to the t ools already mentioned, be a servant leader and foster a cult ure of open collaboration in t he team. When people are empowered in a psychologically safe, trusted environment, skill development and strengths are even better suppor ted.  X Deliverables & Artifacts Team Organizational Chart Keep the skill sets of team members visible and known to everyone on t he team, especially when working in virt ual team environment s. Note the t eam members who are specialists or highly skilled in on-demand tasks. Teams use a spreadsheet, matrix or Wiki for this purpose. Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCE~ ~~- Task Two: Show Accountability Page 7of 13 Team members want their contribution to a project to be valued. By creating structured accountability in a visible location, team members can visualize their contribution to project success. Project managers may assign resources to activities, while self - organizing agile teams work collaboratively to determine the work that must be done in order to meet an objective and identify the method and resources who should perform it. Regardless of the methodology chosen, everyone needs to know who is performing which tasks- and when- to ensure effective collaboration and use of team resources. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Iteration Planning Agile team members generally handle task identification and tracking as part of iteration planning. Generally, each of the committed user stories for that it eration are decomposed into the requ ired tasks, which are t hen tracked and managed by the t eam using an information radiator like a kanban board or iteration backlog. The entire team is accountable for ensuring that all the work requ ired in the iteration is performed. Performance Evaluations Task accountabilit y is t ypically performed w it hin performance evaluations. To increase the perceived value of t ask accountability, make sure t his is part of a regular routine. Burndown Charts Teams use burndown chart s t o show work progress in a highly visual way. This method has the added benef it of creating cohesion, as t he whole team can see progress towards the goal.  X Deliverables & Artifacts Information Radiators Mentioned as tools or techniques for showing accountability, visual charts showing work progress and assignments are also artifacts and outputs of showing accountability. Responsibility Assignment Matrix (RAM) This f ramework makes task responsibility visible and shows the relationships between roles with regard to a particular task. The RACI matrix is a popular type of RAM that can help you easily designate the roles who are responsible, accountable, consulted, or informed about a goal, activity, or task. Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCE ~~- Task Three: Model Accountability Page9 of 13 Leading a team includes modeling or demonstrating desired behaviors and t raits, including accountability for work and personal conduct. Team members look to the project manager or team lead to set the tone for work and the code of conduct. Servant leadership is essential here. Use an appropriate and realistic way of encouraging accountability and following ground rules. For example, show the appropriate level of detail and use of language in your written communications so team members have a clear expectation for their work. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Servant Leadership Leadership in project management has moved away f rom highly authoritative styles toward demonstrating ideal behaviors t o engender teamwork and empower team members. Interpersonal Skills Active listening is an import ant skill in modelling accountability. To lead well in a team where accountability is standard, you need t o listen and heed the concerns of others and make good decisions t hat support the health of t he team. Encourage emotional intelligence so everyone understands t hat by modelling accountability, others will follow suit.  X Deliverables & Artifacts Retrospectives Ever yone, including team leads, contribute to the discussion in retrospect ives. This is an exercise of modelling accountability across the ent ire t eam. Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURC ~~- Task Four: Share Authority Page 11 of 13 In general, decisions should be made at the "right" level, tailored for the project. Project managers should defer appropriate decisions to the team in predictive environments, while maintaining control and visibility of the overall plan and progress. Members of high-performing agile teams share authority. Team members are given control of the detailed product planning and delivery decisions through delegation. The team lead focuses on building a collaborative decision-making environment and ensuring the team has the ability to respond to changes. Tools & Techniques Deliverables & Artifacts Empower Team Members and Stakeholders MENU TRANSCRIPT GLOSSARY RESOURC ~~- Task Four: Share Authority Page 11 of 13 In general, decisions should be made at the "right" level, tailored for the project. Project managers should defer appropriate decisions to the team in predictive environments, while maintaining control and visibility of the overall plan and progress. Members of high-performing agile teams share authority. Team members are given control of the detailed product planning and delivery decisions through delegation. The team lead focuses on building a collaborative decision-making environment and ensuring the team has the ability to respond to changes. Tools & Techniques Deliverables & Artifacts  X Deliverables & Artifacts Project Charter In a predictive life cycle, t he project sponsor issues t he chart er, w hich gives the project manager the aut horit y t o apply organizat ional resources to project act ivities. Responsibility Assignment Matrix Used in predictive environments, this grid shows t he project resources assigned to each work package. A responsibilit y is an assignment that the project manager can delegate in the project management plan. The assigned resource must then per form the requirements of t he assignment. A RACI c hart also displays responsibilit ies across t he team and stakeholders. Address Impediments, Obstacles, and Blockers MENU TR ANSCRIPT G LOSSARY RESOURCES ~~- Task Overview: Address Impediments, Obstacles, and Blockers Page4of 13 Projects in any cont ext or environment will encount er problems or challenges. From minor to major threats, you need to be prepared to navigate the complexity of t oday's business environments and overcome impediments, obst acles, and blockers successfully. Optimize your team's risk responses with strategies and your leadership "power skills"! Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Address Impediments, Obstacles, and Blockers MENU TRANSCRIPT GLOSSARY RESOURC ~~- Task One: Identify Challenges Page5 of 13 In predictive settings, t he project manager identifies potential project hurdles and helps the team past them. In agile settings, the team should be vigilant about potential impediments, obstacles, and blockers in the work stream. Let's start with some differentiation of the terms. Impediments - Situations, conditions, and actions that slow down or hinder progress. For example, the team does not agree on a file-saving location. Obstacles - Barr iers that are movable, avoidable, or able to be overcome with some effort or strategy. For example, the construction crew is unable to arrive at the worksite before permits are signed. Blockers - Events or conditions that cause stoppages in the work or any f urther advancement. For example, the company has halted the use of any products from a certain firm until a new contract is signed. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Daily Standup During this daily meeting, the team can assess progress and assist with uncovering challenges impacting the team. Challenges should be identified appropriately so they can be managed effectively. The team should have a method in their way of working. Problem Solving Project professionals must be keen problem solvers. Challenges can arise at any t ime on any project, so the aptitude for critical thinking and analysis, and use of expert judgment are essential characteristics skills. In addit ion, the approach to a problem will involve use of interpersonal skills in dealing with, and negotiating w ith, team members and other parties.  X Tools & Techniques Project prof essionals must be keen pr oblem solvers. Challenges can arise at any t ime on any project, so the aptitude for critical thinking and analysis, and use of expert judgment a r e essential characterist ics skills. In addit ion, the approach to a problem will involve use of interpersonal skills in dealing wit h, and negotiating w ith, team members and other parties. Risk Register Consult the list of known r isks t o narrow down a r eas where challenges might arise. Kanban Board Using a kanban boar d helps t he t eam to improve its effectiveness by visualizing t he flow of work, making impediments easily visible, and a llowing flow t o be managed by adjusting work in process limits.  X Deliverables & Artifacts Updated Risk Register When new risks are identified, t he risk register needs t o be updated. Updated Risk Management Plan Identified challenges w ill pose risks. Update the risk management plan as necessary with information on how risk is managed in t he project. Impediment Board Agile teams might use an impediment board t o name impediments so they can t rack and remove them. Address Impediments, Obstacles, and Blockers MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Two: Identify Priorities Page ?of 13 As the team or project manager identifies hurdles that can prevent or slow down team progress, the hurdles are prioritized to tackle the most critical ones first. This is a similar process to risk management. Impediments and obstacles cause delays to work or scheduled activities. Evaluating t he impediment or obstacle against pending work forces the team and business stakeholders to assess work on the backlog in terms of value and priority. In the case of blockers, when an activity is stopped, any dependent activities also will be affected. Backlog assessment and refinement can explore alternatives to overcome or avoid the risk that comes with impediments, obstacles, and blockers. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Assess Backlog Impediments and obstacles may block work or planned efforts from moving forward. As a result, the product backlog, scheduled activities, and other lists of work items must be assessed in reference to the hindrances. Evaluating the impediments against the pending work forces the team and business stakeholders to assess the backlogged work in terms of value and priority. Backlog assessment and refinement can also explore alternatives to overcome or avoid the r isk; or, in some instances, remove the work item or blockage altogether. Refine Backlog As the team works together with the product owner and other stakeholders to prioritize work, they can find better, faster, or less r isky ways of meeting the f inal objective. Prioritizing means figuring out an optimal sequence for work, so simulations or sequencing, testing or querying dependencies are likely activities.  X Tools & Techniques Daily Standup During daily standups, the team discusses any hurdles. Analysis and brainstorming for a solution are appropriate activities during a standup. Risk Reviews Impediments may be caused by project r isks or issues. Risks that are raised during the daily standup meetings, iteration reviews, other meetings, and everyday conversations, are added to the r isk list. A rigorous review of project r isks ensures that risks are identified and documented. Newly identified and existing risks on the project risk list must be updated based on the current knowledge and situation. Expert Judgment Problem solving is a skill of great project managers. It requires holistic thinking, analytical thinking, and knowledge. The project team's judgment w ill also be critical, since they are the closest to the work and know it best.  X Deliverables & Artifacts Reprioritized BacklogjWork Breakdown Structure (WBS) Work act ivities may need to be shif t ed on the WBS in predict ive settings. Agile teams work with the product owner t o supply information about task or activit y status and dependencies so t he items on the backlog can be repriorit ized accordingly. Updated Risk Register If t he team has determined that a r isk needs to be reprioritized or acted against, then this information must be updated in the regist er. Address Impediments, Obstacles, and Blockers MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Three: Establish Solutions to Clear the Path Page 9 of 13 You've identified the hurdles. You've reprioritized work because of them. Now it's time to implement solutions for the hurdles. What will you do to ensure work can be f luid and continue delivering value to stakeholders? Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Collaboration Creating a viable solution for a project hurdle is likely beyond the scope of a daily standup. Set time aside to meet and collaborate with the team to find a solut ion. Work Visualization Project managers use a work breakdown structure (WBS) t o place work activities on the critical path to complete the project. Use kanban boards and other information radiators to visualize problems and potential solutions so everyone can collaborate. Work visualizat ion tools are designed t o help teams navigate complex workflows. Can a change in sequence help? Maybe work can be broken down differently and completed incrementally? Engage Stakeholders Don't overlook stakeholder input when creating a solution for impediments, obstacles, and blockers. They might know of another method or have a different idea of how to clear t he pathway for work. Keep communication with them open so they are not surprised by bad news.  X Deliverables & Artifacts Impediment Task Board Impediment task boards can be as simple as sticky notes denoting impediments, potential causes, responsibilities, and status posted on a whiteboard or wall near t he project team's location. Or, it can be sophisticated software capturing greater detail and communication features. In whatever format works best for the team, the task board must convey the status and efforts associated with the identified impediments. Reprioritized Backlog After the team has collaborated with the product owner to decide which work activities are most likely to deliver t he best value for the project first, items on the backlog will be reprioritized. Address Impediments, Obstacles, and Blockers MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Four: Keep the Path Clear Page 11 of 13 Problems can return and cause further issues. Be proactive by assessing and reassessing known or potential problems frequently to make sure nothing is slowing the team down. Project managers clear the path for the project team so they can focus on work. This includes removing distractions. nonvalue work, and other confusion. Agile teams set their way of working and then tailor it as they go along. This includes attending to the health of the workflow. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Engage Stakeholders Create awareness about project act ivities to keep st akeholders informed and ready to help in case of any problems. They may be able to expedite or recommend alternat ives. Assess and Monitor Risks Check the risk regist er periodically to check on t he status or likelihood of even t he lowest level risk c reat ing disruption. Also use active listening to engage w ith stakeholders throughout the project- they are likely to express concerns or worries that may affect work. Conflict Management Conflict can erupt at any t ime and is a known source of impediments in a project. Be aware of sensitivities, hist ories, and pot entials for conflict so that you can keep t hem from affecting the project.  X Tools & Techniques concerns or worries that may affect work. Conflict Management Conflict can erupt at any t ime and is a known source of impediments in a project. Be aware of sensitivities, hist ories, and pot entials for conflict so that you can keep t hem from affecting the project. Daily Standups Having brief daily meetings and keeping development cycles to a short cadence enables more opportunity t o reflect and redress. Adaptive Life Cycle The agile life cycle builds in circularity t hrough t he use of cadences. Sprints or iterations begin and end with a team meeting- planning, then reviewing performance, respect ively. A t eam is alway s learning from its mist akes and achievements and continuously improving.  X Deliverables & Artifacts Updated Risk Register A r isk register logs issues and risks in a centralized location. Information typically included in a r isk register includes severity, probability, impact, and personnel who can mitigate the r isk. Collaborate With Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Overview: Collaborate with Stakeholders Page4of 11 As a project progresses, stakeholder engagement and collaboration is vital to ensuring positive project outcomes. If we think of a project as a shared asset in development for an organization, then the project leader is the steward who facilitates the required stakeholder collaboration to achieve desired outcomes. Agile teams work especially closely with the customer or end- user stakeholders to ensure that the product or service meets their needs. Other stakeholders can include team members, organizational leadership, suppliers, sponsors, investors, among others. Now you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your experience and knowledge as project leader. Collaborate W ith Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCE Page5 of 11 Task One: Know the Needs of Your Stakeholders Stakeholders should be identified early in the project. Educate yourself about their specific interest in the project objectives because successful project outcomes depend on stakeholder support. Take the time to understand each stakeholder's motivation and preferred communication style and frequency. Managing stakeholders can seem difficult, but if you know their unique set of needs in advance, you can determine how best to work together. Keep their attention focused on the project outcomes! Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Analyze Stakeholders A st akeholder analy sis groups stakeholders by similarities in level of interest, invest ment , communication needs, and other characteristics. Stakeholder Engagement Plan The stakeholder engagement plan is a component of the project management plan that identifies t he strategies and actions required to promote product ive involvement of st akeholders in project or program decision making and execut ion. Keeping stakeholders engaged is crucial t o the success of your project. With t heir support, you can determine a project 's requirements quicker and know they are accurate.  X Deliverables & Artifacts Stakeholder Register Stakeholder involvement and engagement is of ten documented in a stakeholder register. This project document includes t he identification, assessment, and classification of project st akeholders. Stakeholder Management Grid This out put of stakeholder engagement helps you quickly identif y how, w hen, or w hy to communicate wit h specific stakeholders. It is often rendered as a matrix or grid ref lecting power or authorit y, level of concern about the project, and ability to influence out comes. Some teams use a 3- D representation (stakeholder cube) t o include several d imensions of stakeholder characteristics. Communications Management Plan This plan gives details of each team member's and stakeholder's pref erred method of communication, including f requency, method, and occasion. Collaborate With Stakeholders MENU TR ANSCRIPT GLOSS ARY RESO URC ~~- Page 7 of 11 Task Two: Align Stakeholder Needs and Expectations with Project Objectives While stakeholder needs help to inform t he business case for a project, stakeholder expectations can inform or skew t heir perceptions about the project. Do you have a holistic understanding of stakeholder needs? Do your stakeholders have realistic and appropriat e expectations that align with project objectives? Ef fective project leaders work w ith each stakeholder throughout the project, analyzing and documenting t heir interest, involvement, interdependencies, influence, and their potential impact on project success. You need t heir support for project success, so you need to make sure t heir needs and expectations are known and aligned with project objectives. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Communication Ensure t hat stakeholders have access to the information they need and are able to ask questions or express concerns easily. They should have a copy of the project management plan for project information, regular project updates, and meeting invitations as appropriate. Your communication with stakeholders is essential to maintaining the health and success of the project. Expert Judgment Use expert judgment to decide upon the level of engagement required at each stage of the project from each stakeholder. Review the organizational culture, structure, and political climate to help determine their relative levels of authority and influence. Try interviews, surveys, or questionnaires to build a data profile of stakeholders. Then, use personal influence to build trust and engage w ith them in a meaningful way.  X Deliverables & Artifacts Stakeholder Engagement Roadmap A st akeholder engagement roadmap is a guideline based on the stakeholder analy sis that sets fort h processes for engaging with stakeholders at current and all f ut ure states of the project. Collaborate With Stakeholders MENU TRANSCRIPT GLOSSARY RESOURCES Page 9 of 11 Task Three: Build Trust and Influence Building trust requires t ime, patience, and the ability to influence stakeholders into sharing the team's vision for achieving successful project outcomes. The collaboration process is your opportunity to demonstrate that you deserve their trust. Take the time to build a genuine rapport with stakeholders that is collaborative and based on mutual needs and expectations. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Collaboration Collaboration both builds t rust and is t he result of trust between parties. Open dialog and meaningful communication increases understanding and helps define t he expectations of result s. Involvement and engagement w ith a project should be evaluated and reevaluated throughout t he project. Communicat ion skills, interpersonal skills, feedback, meeting management, and other management skills should be leveraged t o maximize collaborat ion w ith stakeholders. Interpersonal Skills Emotional intelligence (El or EQ), active listening, empathy, and servant leadership are characteristics t hat are helpful to c reating genuine relationships w ith stakeholders. These skills can be part ly learned but need to be built upon a commitment to ethical behavior and stewardship of a project.  X Tools & Techniques skills, feedback, meeting management, and other management skills should be leveraged to maximize collaboration w ith stakeholders. Interpersonal Skills Emotional intelligence (El or EQ), active listening, empathy, and servant leadership are characteristics that are helpful to creating genuine relationships w ith stakeholders. These skills can be part ly learned but need to be built upon a commitment to ethical behavior and stewardship of a project. Code of Ethics and Pr ofessional Conduct Every member, volunteer, cert ification holder, and certification applicant with t he Project Management Institute must comply with the PM/ Code of Ethics and Professional Conduct, which states that the values of honesty, responsibility, respect, and fairness drive ethical conduct for t he project management profession. "Ethical choices diminish risk, advance positive result s, increase trust, det ermine long-term success, and build reputations. Leadership is absolutely dependent on ethical choices."  X Deliverables & Artifacts Project Reports Provide stakeholders with request ed updat es and outlooks for the project. In agile teams, customer stakeholders and the product owner are continuously updated t hrough t he collaborat ive process, so report s are not often formal. Collaborative Working Collaboration is a working st yle that involves pairing individuals, designat ing shared responsibility, and even work shadowing. Highly collaborative teams are characteristics of agile settings. Build Shared Understanding MENU TRANSCRIPT GLOSSARY RESOURCES ~~- Task Overview: Build Shared Understanding Page4of 9 The principles in this section can work in any kind of project or team. Focus on effective stakeholder engagement, demonstrate leadership behaviors, and be a diligent, respectful, and caring steward of the project. Build consensus around the goals and desired outcomes in order to expedite and produce the highest quality of work. Support your team to foster and maintain shared understanding of the project. Now, you need to make decisions related to this scenario. The project stakeholders are depending on you to leverage your project leadership knowledge and experience. Build Shared Understanding MENU TRANSCRIPT GLOSSARY RESOURC ~~- Task One: Secure Buy-In Page5 ofS Projects won't work unless everyone concerned "buys in." This means understanding the "why" behind the work, how it contributes to business strategy, goals, and objectives, and ensuring the work gives the team some sense of personal or professional satisfaction. Team members and stakeholders are valuable project assets. They should be involved appropriately, with open communication and a hospitable climate for working, in order to facilitate their full support and commitment to the project. Tools & Techniques Deliverables & Artifacts  X Tools & Techniques Project Overview Statement/Vision Stat ement A project overview or vision statement helps focus efforts and communicates intent and vision. This statement may serve as a draft for t he project chart er. It should be less than a page long and include project objective, problem or opport unity, and success criteria. Kickoff Meeting Face-to-face contact is of ten the best way to establish rapport with people. If the team is virtual, then host a video kickoff meet ing w ith the projec