LESSON 1

LESSON 4

CREATING A
HIGH-
PERFORMING
•
• TEAM
Build a Team
Define Team Ground Rules
• Negotiate Project Agreements
• Empower Team Members and
Stakeholders
• Train Team Members and Stakeholders
• Engage and Support Virtual Teams
• Build a Shared Understanding about
a Project

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Build a Team
TOPIC A

2
Project Resource Management
includes the processes to identify,
acquire and manage the human
resources needed to successfully
complete a project.

3
Project Team

DEFINITIO
N
A set of individuals who support the
project manager in performing the work of
the project to achieve its objectives.

4
Project Teams
To assemble your high-
performing project team:

 Estimate, acquire, and

manage teams of people as
well as human resources
required outside of the team -
special skills.

 Create an effective team

environment with excellent
communication and talent
development capabilities.

 Track team performance,

create and execute
improvements based on
feedback, resolve issues,
and manage team personnel
changes.
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 Project Team Member Requirements

Ensure relevant
skill sets to perform Leverage core Adequate physical
work and produce competencies and resources
the desired results. skills of general e.g. equipment
specialists to
Avoid single-points- support other areas Other requirements
of-failure of the project. e.g. access rights
e.g. a single
resource has a
required skill.

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RACI Chart

DEFINITIO
N A common type of responsibility
assignment matrix (RAM)
Responsible, Accountable, Consulted, and
Informed statuses define the involvement
of stakeholders in project activities.

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RACI Chart - Example
Quality
Project Engineerin Purchasing Manufacturin
Assurance
Manager g Manager Manager g Manager
Manager
Create
blueprints A R C C
Manufacture
circuit board I A C R
Test circuit
board I R A C
Order
components C C I R A
Assemble
I C C R

R = Responsible A = Accountable C = Consulted I=

Informed
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Resource Management Plan

DEFINITIO
N
The project document that identifies
resources and how to acquire, allocate,
monitor, and control them.

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 Resource Management Plan

Roles and
Responsibilities What’s in the Plan
 Role – A person’s function in a  Project Organization Chart –
project visualization of team and reporting
relationships
 Authority - Rights to use resources,
 Project team resource management
make decisions, accept
- Team resource guidance – How to
deliverables.
define, staff, manage, and release.
 Responsibility - Assigned duties  Training strategies and

 Competence - Skills and capacities requirements

required  Team development methods
 Resource controls – To manage
physical resources
 Recognition Plan - To
reward/recognize team members 10
Virtual Teams
 Team members share
goals but spend little or
no time meeting face-
to-face.

 Addressing their needs

takes some different
skills.

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Virtual Team Considerations

Avoids
Lowers
Can find Relocation
workplace
ideal skill expenses
costs
sets

Bonding and
Enabling
Managing team dynamic
effective team
communications may be difficult
performance to develop

Trial Focus on calendar

management,
communications Kanban boards and
technology for other information
discussion radiators
Assign Project
Responsibilities
Tailor according to team, needs,
project.
Consider technical and “soft”
factors:
• Experience, knowledge, skills

• Attitude, global/regional

representation

Agile - Self-organizing teams

assess work requirements and
determine who will do the work.

Traditional – You assign work to

team members with a work
breakdown structure (WBS).

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Define Team Ground Rules
TOPIC B

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Team Norms
Establish expected team
behaviors at the beginning of
the project.

Enable teams to handle

challenges as the project
progresses.
Include guidelines and
techniques for:
 Meetings
 Communications
 Conflict management
 Shared values
 Decision-making

Align with PMI’s Code of Ethics

and Professional Conduct 15
 Responsibility

PMI
Code of Respect

Ethics
and
Professiona Fairness

l Conduct
Honesty

16
Team Charter

DEFINITIO
N
A document that enables the team to
establish its values, agreements, and
practices as it performs its work together.

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Team Charter
Includes:
 Shared values
 Guidelines for
communications and use of
tools
 Decision-making guidelines
 Conflict resolution measures
 Meeting time, frequency, and
channel
 Other team agreements e.g.
shared hours, improvement
activities

18
Ground Rules

DEFINITIO
N
As defined in the team charter, clear
expectations set, regarding the code of
conduct for team members.

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Ground Rules
Includes what’s acceptable
and
unacceptable for team
behavior

Benefits:
 Sets performance and

communication
expectations
 Decreases risk of confusion
 Improves team
performance

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GUIDELINES

Manage and Rectify Ground Rule

Violations
• Establish ground rules in the Team Charter. Focus on core values
including accountability, shared expectations, and transparency

• Team and project manager respond to violations of the ground

rules.

• For serious violations, you may need to remove or replace the

offending team member.

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Negotiate Project Agreements
TOPIC C

22
Prioritization Techniques
to Determine Objectives
Use appropriate methods to learn
the order of work that needs to be
done.

These can include:

 Review product backlog
 Kano Model MoSCo
 MoSCoW (MSCW) Analysis must
 Paired Comparison Analysis
 100 Points Method
Wshould have
have
could have
won’t have

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Performance Reports

 Percentage of work
Work performance
completed Agile projects, include:
data is integrated and
 Quality and contextualized to:  Completed and
technical accepted stories
performance  Generate decisions  Product backlog
metrics progress
 Raise issues,
 Start and finish of  Comparison of
actions, and
scheduled activities stories delivered
awareness
 Change requests and iteration plans
 Defects
 Actual costs and
durations

24
Lessons Learned
Register

DEFINITIO
N A project document used to record
knowledge gained during a project so that
it can be used in the current project and
entered in the lessons learned repository.

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Lessons Learned
Identify specific improvements that
will improve the team's overall
efficiency and effectiveness.

Agile teams hold a retrospective

at the end of each iteration to
identify potential issues, identify
potential solutions, and improve
the processes the team uses to
improve its overall performance.

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Empower Team Members and
Stakeholders
TOPIC D

27
Team Strengths

When forming teams, it’s critical

to understand the skills and
competencies needed to perform
project work and produce
deliverables.
j

Identify team strengths and

weaknesses to organize around
team strengths.

As teams progress, leverage team

members’ skills to improve team
performance.

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Team Decision-
Making Tools
Deciding how you will work
together is important. While the
Team Charter addresses decision-
making and conflict resolution
criteria, the team will establish
their own norms.
For example, seeking consensus
may be highly desirable, but
decide how to respond when
consensus can’t be reached.
The team can decide in advance
to take the highest estimate in
case of persistent disagreements.
Any project team should establish
its own Way of Working (WoW).

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Retrospective
 A regular check on the
effectiveness of quality
processes

 Look for the root cause of

issues then suggest trials of
new approaches to improve
quality.

 Evaluate any trial processes to

determine if they are working
and should be continued,
need adjusting or
discontinued.

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Retrospective

Gather and Generate

Set the Stage Insights
Share Data
 Team Performance  What’s working?
Check-in activities to
metrics
engage the team  Where are
 Earned Value challenges?
Analysis
 Problem analysis

Make Decisions Close

Agree on a few  New information
improvements or changes  Appreciation
to try in the subsequent
iteration  Thanks

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GUIDELINES

Evaluate Demonstration of Task

Accountability
• Determine how to track and manage task accountability.
• Use a Work Breakdown Structure (WBS) to identify the tasks
needed to produce the deliverables.
• Identify, track, and manage relevant tasks and assignees with a
WBS dictionary (or work package).
• Agile – The team handles task identification and tracking as part of
iteration planning.

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GUIDELINES

Determine and Bestow Levels of Decision-

Making Authority
• Team members should identify, plan, and manage tasks
• Teams performing work should also perform estimates for the
work
• Empower teams to drive their own improvement

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Train Team Members and
Stakeholders
TOPIC E

34
Training and Coaching
Training focuses on building
individual skills for use in the
present.

Coaching helps develop well-

rounded individuals through long-
term professional relationships
between novice and experienced
employees.

35
 Training and Coaching Plan

Schedule Perform a gap

Consider Plan for a
training close analysis to
upskilling or suitable
to the time of identify
certification for diversity of
solution required
team training and
implementatio knowledge,
members. This coaching
n.This is critical skills, or
ultimately offerings.
to avoid attributes.
benefits the
delaying the
project.
overall solution
deployment.

36
T-Shaped Skills
Breadth of knowledge

Depth of knowledge
Agile teams invest in becoming
more cross-functional.

Leveraging all team members to

help accomplish the team goals
improves:
 The team’s efficiency
 The likelihood of achieving

objectives

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Required
Competencies

 Identify required
competencies prior to
developing and executing a
training plan.

 Competencies include
knowledge, skills, and other
attributes.

 Stakeholders have unique

training needs.

 Train team members on the

customer’s business, culture,
desired outcomes, and
project context.

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Elements of
Training
Provided to teams, small
groups, and individuals
Covers management, technical,
or administrative topics
Delivery models:
 Instructor-led classroom

 Virtual classroom

 Self-paced e-learning

 Document reviews

 Interactive simulations

 On-the-job training

40
Training Options

Options Description

• Live, online, instructor-led training through a

Virtual Instructor-led
virtual meeting or virtual training environment.
training
• Simulated hands-on labs are possible.

• Content available to students online. This can

include rich-media video, simulated lab exercises,
Self-paced eLearning etc.
• This solution is scalable to a large number of
students.
• For simple knowledge transfer, sharing relevant
Document reviews
documents may be sufficient.

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Certifications

Demonstrate that knowledge and

skills have been gained during
training.
PMP
Industry credentials are portable
and valuable to individuals and
future employers.
CAPM
PgMP
PMI-
ACP
42
Baseline and Post-
Training
Assessments
Baselining is a technique for
measuring the efficacy of
training.

 Attendees complete a pre-

assessment before training.
 After training, use an
assessment to demonstrate
the newly acquired levels of
competence.

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GUIDELINES

Ensure Training Occurs

• Create awareness among stakeholders about available training.

• Invite people to attend training.
• Engage with customer to ensure commitment to employee
training programs on the solution.
• Include confirmation of registration, a notification, and reminder
before the training.
• Use rosters and capture signatures to confirm attendance and
participation.

44
Build a Shared Understanding
About a Project
TOPIC G

45
Project Vision
At the start of a project, you need a
clear vision of the desired
objectives. You also need to
understand and appreciate how the
project vision aligns with the
organization’s strategic goals.
You are the steward of this vision, and
it’s up to you as the project manager
to ensure the project delivers.
A vision statement might include:
 Product or solution description
 Intended users or consumers of
the solution
 Key desired objectives
 Differentiators from
competitive approaches
 Key features and benefits

46
Project Charter

DEFINITIO A document issued by the project initiator

N or sponsor that formally authorizes the
existence of a project and provides the
project manager with the authority to
apply organizational resources to project
activities.

47
Project Charter Contents
 Assigned project manager and
responsibility / authority level
 Name and authority of project
sponsor
 Other optional content:
– Measurable project objectives and
related success criteria
– High-level requirements
– High-level project description,
boundaries, and key deliverables
– Overall project risk
– Summary of milestone schedules
– Pre-approved financial resources
– Key stakeholders register
– Project approval requirements
– Project exit criteria

48
Project Overview
Statement

Communicates enterprise-wide the

intent and vision of the project.

Written with brevity and clarity.

Captures the project’s objective,

problem or opportunity, and
criteria for success.

Authorization via the project charter

or approved project overview
statement enables kickoff
activities of project planning.

49
How to Run the
Project
After you have captured the
project vision and understand the
types and conditions around the
deliverables, you need to
decide how you will run the
project.

Choose from traditional, agile,

and hybrid approaches and
methods.

50
Kickoff Meeting
Meeting goals:
 Establish project context

 Assist in team formation

 Ensure team alignment to the overall

project vision

Activities during kickoff may include:

 Defining a vision statement

 Defining a team charter

 Assisting the customer/Product Owner

with:
- User story writing
- Estimation of effort
- Prioritization planning
- Initial product backlog

51
Iteration Planning
Iteration planning is a
collaborative agile ceremony,
sometimes called Sprint
planning, for the team and the
customer representative (or
Product Owner) to do the
following:
 Review the highest prioritized
user stories, or key outcomes.
 Ask questions.

 Agree on forecasts for story

completion in the current

iteration.
After agreement, the team
determines the activities required
to deliver iteration objectives.

52
Consensus

DEFINITIO
N
Consensus is a collaborative process to
reach a decision that everyone can
support.

53
Reach Consensus

Method Best for How It Works

Fist of Five Expression of range of Closed fist = complete
agreement disagreement
Fist of 5 – complete agreement

Roman Simple yes or no Thumbs up or down (sometimes

Voting sideways for neutral)

Polling Consider independent points Hear opinions and then vote

of view

Dot Voting Select several options from a Distribute dots equally, then each
list person allocates dots according
to highest preference

54
Estimation Techniques
Use common
Planning poker estimates t-shirt sizes
effort or relative size of to assign
development effort. Use a values to user
stories.
deck of cards with modified
Fibonacci numbers to vote on
user stories. Also called
Scrum poker.

Story Pointing
Use a relative measure
e.g. numbers in the Fibonacci
sequence—for the level of
difficulty or complexity of a
feature. Individuals assign
story points.

55
XP Metaphor
Metaphor is an Extreme
Programming (XP) technique that
describes a common vision of how
a program works.

Metaphors should be simple and non-

technical.

Enables the team to understand the

overarching approach that is being
taken to provide a capability or solve
a problem.

56
GUIDELINES

Reach Consensus and Support the Outcome

of the Parties’ Agreement
• Team charter can specify how team chooses to handle certain
scenarios and disagreements when they arise:
e.g. if team members disagree about the number of story points
to estimate for a user story, the team charter may designate use
of the higher estimate or that majority vote rules .
• Seek consensus among the team where possible and recognize
that sometimes it will not be possible.

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 End of
Module 4

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