4.2_Manage Project Team

Manage Project Team is one of the 40 Modules of PMP Exam Preparation Course

Project ManagementPMP
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4.2_Manage Project Team

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Manage Project Team is one of the 40 Modules of PMP Exam Preparation Course
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  1. Manage Project Team

    Slide 1 - Manage Project Team

    • Module 4.2
    • PMP Exam Prep Course
  2. Executing

    Slide 2 - Executing

    • 4.3 Direct & Manage Project Work
    • 8.2 Perform Quality Assurance
    • 9.2 Acquire Project Team
    • 9.3 Develop Project Team
    • 9.4Manag Proj Team
    • 10.2 Manage Communications
    • 12.2 Conduct Procurements
    • 13.3.Manage Stakeholder Engagement3
    • Process Groups
    • (5)
    • Knowledge Areas (10)
    • Integration Mgmt
    • Scope
    • Mgmt
    • Time Mgmt
    • Cost Mgmt
    • Quality Mgmt
    • HR Mgmt
    • Comm Mgmt
    • Risk Mgmt
    • Procurement Mgmt
    • Project Stakeholder Management
  3. In this module you will learn…

    Slide 3 - In this module you will learn…

    • Learning Objectives
  4. Course Outline

    Slide 4 - Course Outline

    • Interpersonal skills
    • Key Inputs, Tools & techniques and Outputs of Manage Project Team
    • Manage Project Team
    • Conflict Resolution Techniques
    • Types of Power; Leadership Styles
    • Constructive & Destructive Team Roles
  5. Manage Project Team

    Slide 5 - Manage Project Team

    • Manage Project Team involves:
    • Tracking team member performance
    • Providing feedback
    • Resolving issues
    • Coordinating changes to enhance project performance.
    • Management of the project team is complicated when team members are accountable to both a functional manager and the project manager
  6. Manage Project Team

    Slide 6 - Manage Project Team

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Tools and Techniques
    • 1. Observation and conversation
    • 2. Project performance appraisals
    • 3. Conflict management
    • 5. Interpersonal skills
    • Inputs
    • Human Resource Management Plan
    • Project staff assignments
    • Team performance assessment
    • Issue Log
    • Work Performance reports
    • Organizational process assets
    • Outputs
    • Change requests
    • Project management plan updates
    • Project document updates
    • Enterprise Environmental factors
    • Organizational process assets updates
  7. Manage Project Team- Inputs

    Slide 7 - Manage Project Team- Inputs

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Team Directory
    • Memo to Team Member
    • Name insertion in Project Schedule &
    • Organization chart
    • Resolve issues
    • Modify communication
    • Address conflict
    • Improve team interaction
    • Team Performance
    • Assessments
    • Project Staff Assignments
  8. Manage Project Team- Inputs

    Slide 8 - Manage Project Team- Inputs

    • Name of Issue
    • Person responsible for resolving issue
    • Target date of resolving issue
    • Works Performance Reports
    • Future human resource requirements
    • Recognition & Rewards
    • Updates to the Staffing Management Plan
    • Issue log
  9. Manage Project Team-Tools and Techniques

    Slide 9 - Manage Project Team-Tools and Techniques

    • Observation and Conversation
    • Staying in touch with the work and attitudes of project team members.
    • Project Performance Appraisals
    • Clarification of Roles & Responsibilities
    • Constructive Feedback to team members
    • Development of individual training plan
    • Establishment of Specific goals for future
    • Discovery of unresolved issues
  10. Conflict Management

    Slide 10 - Conflict Management

    • Differences of opinions are healthy and can lead to increased creativity and better decision making. Team members are responsible for resolving their own conflicts. If the conflict escalates, the project manager should help facilitate a satisfactory resolution.
    • Interpersonal Skills
    • Leadership skills
    • Influencing skills
    • Effective Decision making
  11. Influencing

    Slide 11 - Influencing

    • Ability to be persuasive
    • High levels of Active and Effective Listening
    • Gathering critical information
    • leaders
    • Establish direction: develop a vision and strategy for the future
    • Align people: communicate the vision through both words and deeds
    • Motivate and inspire: help people overcome barriers
    • Interpersonal Skills
    • There are different theories about Leadership styles which should be used as needed for each situation or team
    • Leadership Skills
  12. Effective Decision MakingSome guidelines

    Slide 12 - Effective Decision MakingSome guidelines

    • Focus on goals to be served
    • Follow a decision making process
    • Study the environmental factors
    • Develop personal qualities of Team members
    • Stimulate Team Creativity
    • Manage Opportunity and Risk
    • Interpersonal Skills
  13. Conflict Resolution Techniques

    Slide 13 - Conflict Resolution Techniques

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Example
    • You will wear uniform otherwise you will not be here
    • Smoothing/
    • Accommodating
    • This is a direct order and worst type of conflict resolution technique
    • Emphasizing area of agreement rather than area of difference. Conceding one’s position to the needs of others for the sake of harmony.
    • Example
    • Look at how well the requirements of project went. We have to maintain the same approach at this phase also
    • Forcing/
    • Directing
  14. Conflict Resolution Techniques

    Slide 14 - Conflict Resolution Techniques

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Example
    • In negotiation with labor union if union gives in a little and owner accepts some demands then it is compromise
    • Withdrawing/
    • Avoiding
    • Every one gives a little to reach to a common ground.
    • Project manager ignores problem and hopes that it will fix itself or go away
    • Example
    • It is difficult to work with him but if I press him hard he will leave the job so continue working with him.
    • Compromise
  15. Conflict Resolution Techniques

    Slide 15 - Conflict Resolution Techniques

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Example
    • The suggestion and pertinent example which we obtained from different sources was instrumental to project’s success
    • Confronting/
    • Problem solving
    • Considering insight and views from variety of sources leading to consensus management which in turn results in commitment of all
    • It is an approach to reach to the root cause of the problem and solve it, This is best conflict resolution technique
    • Example
    • If your old computer is not letting you to work with different tools and software then replace your computer
    • Collaborating
  16. Review each of the following situations and select the correct corresponding conflict-handling mode in use. Place a check mark in appropriate boxes. You may pause this slide to have necessary time.

    Slide 16 - Review each of the following situations and select the correct corresponding conflict-handling mode in use. Place a check mark in appropriate boxes. You may pause this slide to have necessary time.

    • Situation
    • Withdrawal
    • Smoothing
    • Forcing
    • Compromise
    • Collaborate/Confront
    • The requirements are my decision and we are doing it my way
    • I have thought about it and you are right; we will do it your way
    • Lets discuss the alternatives. Perhaps there are alternatives
  17. Situation

    Slide 17 - Situation

    • Withdrawal
    • Smoothing
    • Forcing
    • Compromise
    • Collaborate/Confront
    • Let me again explain why we need new requirements
    • See my section supervisors; they are handling it now
    • I have looked over the problems and I might be able to ease up on some of the requirements
    • Review each of the following situations and select the correct corresponding conflict-handling mode in use. Place a check mark in appropriate boxes. You may pause this slide to have necessary time.
  18. Compare your answers with those in the table.

    Slide 18 - Compare your answers with those in the table.

    • Situation
    • Withdrawal
    • Smoothing
    • Forcing
    • Compromise
    • Collaborate/Confront
    • The requirements are my decision and we are doing it my way
    • X
    • I have thought about it and you are right; we will do it your way
    • X
    • Lets discuss the alternatives. Perhaps there are alternatives
    • X
  19. Situation

    Slide 19 - Situation

    • Withdrawal
    • Smoothing
    • Forcing
    • Compromise
    • Collaborate/Confront
    • Let me again explain why we need new requirements
    • X
    • See my section supervisors; they are handling it now
    • X
    • I have looked over the problems and I might be able to ease up on some of the requirements
    • X
    • Compare your answers with those in the tables.
  20. Watch the video Coffee Clash

    Slide 20 - Watch the video Coffee Clash

    • Which Conflict Resolution technique has been used in this video?
  21. Video-Coffee clash

    Slide 21 - Video-Coffee clash

  22. Manage Project Team-outputs

    Slide 22 - Manage Project Team-outputs

    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
    • Enterprise Environmental Factors Updates
    • Organizational Process Assets Updates
    • Change Requests
    • .
    • Project Management Plan updates
  23. Types of Power

    Slide 23 - Types of Power

    • Legitimate Power – Legitimate power is derived from the person’s formal position within the organization.
    • Coercive Power – Coercive power is dependent on fear
    • Reward Power
    • Expert Power
    • Referent Power
    • New Terminologies
    • Purse-string Power
    • Charismatic power
    • Penalty Power –
    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
  24. Leadership Styles

    Slide 24 - Leadership Styles

    • Directing- telling others what to do
    • Facilitating- coordinating the inputs of others
    • Coaching-instructing others
    • Supporting-providing assistance along the way
    • Autocratic-making decisions without input
    • Consultative-invites ideas from others
    • Consensus- Problem solving in a group with decisions making based on group-agreement.
    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
  25. Types of Power

    Slide 25 - Types of Power

    • Reward and expert power are the best kinds of power that a project manager can exert.
    • The worst kind, from PMI’s perspective, is coercive power---power by virtue of threat.
    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
  26. Constructive and Destructive Team Roles

    Slide 26 - Constructive and Destructive Team Roles

    • An initiator
    • is some one who actively initiates ideas and activities on a project. This role is proactive and can be highly productive.
    • Information seekers
    • are people on the team who actively seek more knowledge and understanding related to the project.
    • An information giver
    • as the name implies, is some one who openly shares information with the team. Although all information can not be shared for instance Classified and Secret information must be kept confidential.
    • Encouragers
    • maintain a positive and realistic attitude. On the project, they focus on what can be accomplished, not on what is impossible.
    • A clarifiers,
    • as the name suggests, is some one who works to make certain that every one’s understanding of the project is the same.
    • In music, harmony is not the same as melody, but it compliments and enhances the melody. Similarly, a harmonizer in the project will enhance information in such a way that understanding is increased.
    • Summarizers
    • take the details and restate them in a simple way so that every one understands the higher purpose of the task.
    • Gate Keeper
    • seems to be a new terminology. Gatekeepers are those who encourage others to participate.
    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
  27. Destructive Roles

    Slide 27 - Destructive Roles

    • An aggressor
    • is some one who is openly hostile and opposed to the project.
    • A blocker
    • is some one who blocks access to information and tries to interrupt the flow of communication.
    • A withdrawer
    • does not participate in discussions, resolution.
    • A recognition seeker
    • looks at the project to see what is in it for him. He is more interested in his own benefits rather than project’s success.
    • A topic jumper
    • disrupts effective communication by constantly changing the subject and bringing up irrelevant facts. This prevents real topics from being fully discussed and brought to conclusion.
    • The dominator
    • is some one who disrupts team participation and communication by presenting their opinion forcefully and without considering the merits of others contribution. He will likely talk more than the rest of the group and will bully his way through the project.
    • A devil’s advocate
    • is some one who will automatically take a contrary view to most statements or suggestions that are made. It disrupts and frustrates communication and discourages people from participating.
    • S M Mumtaz Ahmad, PMP, PMI Leadership Institute’s Master Class Graduate-Trainer & Project Management Consultant
  28. Listen to a discussion at Coffee break

    Slide 28 - Listen to a discussion at Coffee break

  29. To me Confronting seems to be bad while Compromise is good. Today we heard just opposite to this.

    Slide 29 - To me Confronting seems to be bad while Compromise is good. Today we heard just opposite to this.

  30. Confronting is just another name of problem solving. You confront it from all angles and arrive at the best solution. In Project Management Compromise is no t thought to be best solution because you do not figuring out what is causing problem rather you are going for easy solution of satisfying both parties in conflict.

    Slide 30 - Confronting is just another name of problem solving. You confront it from all angles and arrive at the best solution. In Project Management Compromise is no t thought to be best solution because you do not figuring out what is causing problem rather you are going for easy solution of satisfying both parties in conflict.

  31. A sample question from Manage Project Team for PMP Exam

    Slide 31 - A sample question from Manage Project Team for PMP Exam

  32. We have finished this session.

    Slide 33 - We have finished this session.

    • Lets rejoice