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People
Domain

Session Objectives
• Create and Manage the team
• Engage Stakeholders
• Manage Communication properly

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Create and manage high performing Team

1. Build a Team & Define Ground Rules

2. Lead the team and support team performance

3. Ensure team members are adequately trained

4. Empower Team Members.

5. Address and remove impediments and obstacles

6. Support Virtual team

7. Promote team performance via EI

8. Build Shared understanding and Manage Conflict

Build the Team

• Appraise members skills

• conclude project resource requirements

• Share and discuss with the project team the projects’ objectives
and the responsibility of each and every team member

• Continuously assess and refresh team skills to meet project needs

• Maintain knowledge transfer

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Tuckman Ladder - Bruce Tuckman 1965

Build the Team

• Resource Assignment Matrix: RAM >> RACI shows the project resource assigned to each work

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Build the Team

• Organizational breakdown structure (OBS). arranged according to an organization’s existing departments, units,
or teams, with the project activities or work packages listed under each department.

• An operational department, such as information technology or purchasing, can see all of its project
responsibilities by looking at its portion of the OBS.

RBS
• Resource breakdown structure (RBS) . A hierarchical list of team and physical resources related by category and
resource type that is used for planning, managing and controlling project work.
• Each descending (lower) level represents an increasingly detailed description of the resource until the
information is small enough to be used in conjunction with the work breakdown structure (WBS).

• (what happens in case resource not available?)

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Resource Management Plan

• Identifies how the resources are:
• Identified
• Acquired and allocated
• Identify roles and responsibilities
• Resource Calendar : Identifies working days and holidays + availability

Define Team Ground Rules

Team Charter: the document created by the team which contains it main values,
guidelines, behavior and how they will take decisions and manage conflicts.

• Communicate organizational principles with team

• Set clear expectations from team members including what is acceptable and
what is unacceptable.

• Establish an environment that fosters adherence to the ground rules

• Manage and rectify ground rule violations (talk to team member first)

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Lead the team

• Set a clear vision and mission: A mission statement outlines all the things your company is doing
in the present to reach your goal, while a vision statement describes what your company is
building toward in the future

• PM is responsible to share the organization vision and mission and be a visionary leader for the
team and share the value from the project.

• Determine an appropriate leadership style and value Servant leadership: especially in Agile teams,
remove impediments and coach the team

• Facilitate team building activities which builds unity and trust.

• Focus on the team success over individuals

Lead the team

• Inspire, motivate, and influence team members
• Recognition (‫)التقدير‬: Intangible, focus on behavior

• Reward(‫)ﻣﻛﺎﻓﺋﺔ‬: Tangible, focus on achievement

• Analyze team members influence

• Support Diversity

• Distinguish various options to lead various team members.

• Use emotional intelligence

• Establish good communication among the team members

• Active listening to team members

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Support team performance

• Appraise team member performance against key performance indicators (KPIs)

• SMART (Specific, measurable, Actionable, Realistic, Time)

• Support and recognize team member growth and development

• Determine appropriate feedback approach

• Verify performance improvements (KPIs, BurnCharts, BarChart, Velocity)

Train the team

• Determine required competencies and elements of training (GAP Analysis)

• Determine training options based on training needs

• Allocate resources for training

• Measure training outcomes: by checking the ability of the team members to perform the work needed

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Empower team members

• Encourage and Empower the team to take decisions

• Determine and provide level(s) of decision-making authority

• Organize around team strengths (SWOT) (Strengths, weaknesses, opportunities, Threats)

• Evaluate and support task accountability

• Encourage knowledge sharing between team members.

Address and remove impediments and blockers for the team

• Determine critical impediments, obstacles, and blockers for the team

• Prioritize them then use network to implement solutions.

• Check alternatives if needed.

• Re-assess continually.

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Engage and support virtual teams

Virtual team is a group of people geographically dispersed with shared goals and objectives; usually they
communicate using technological way
• Examine virtual team member needs (e.g., environment, culture, etc.)

• Investigate alternatives (communication tools: chat boards, shared

messaging) for virtual team members’ engagement

• Implement options for virtual team members’ engagement (Fishbowl-

window, remote-pairing)

• Continually evaluate effectiveness of virtual team member engagement

• Make sure meetings’ times are suitable for the majority of team members

Fishbowl Window
• Technique to consider for managing communication in
virtual teams are remote pairing and fishbowl windows:

Create a fishbowl window by setting up long-lived video

conferencing links between the various locations in which the
team is dispersed.
People start the link at the beginning of a workday, and close it
at the end. In this way, people can see and engage
spontaneously with each other, reducing the collaboration lag
otherwise inherent in the geographical separation.

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Promote team performance through the

application of emotional intelligence

Emotional intelligence: is the ability to understand, use, and manage your own emotions in
positive ways to relieve stress, communicate effectively, empathize with others, overcome
challenges and defuse conflict.

• Active listening showing empathy

• Influence team members and manage influencers.

• Assess behavior through the use of personality indicators

• Analyze personality indicators and adjust to the emotional needs of key project stakeholders

Introvert vs. Extrovert (MBTI) Myers-Briggs Type Indicator 1943

• introverts tend to enjoy more time to

themselves, are very aware of their internal
thoughts and recharge more in solitude.

• Extroverts can be just the

opposite. Extroverts are often more
outspoken, outgoing and absolutely love
being around other people

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Judging vs. Perceiving

• When it comes to dealing with the
outer world, people who tend to
focus on making decisions have a
preference for Judging because they
tend to like things decided.

• People who tend to focus on taking in

information
prefer Perceiving because they stay
open to a final decision in order to get
more information

Build Shared Understanding

• PM shares the project vision and objectives with the team during Kickoff meeting

• Project Charter contains the project objectives and goals

• Agile different meetings support and keeps the team on track of understanding their role and
the project objectives

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Manage Conflict
• Managing conflict is the responsibility of all stakeholders, but the PM is accountable to manage
and handle it.

• Interpret the source and stage of the conflict

• Break down situation to identify the root cause of a misunderstanding

• Analyze the context for the conflict

• Investigate potential misunderstandings

Manage Conflict - techniques

Evaluate/recommend/reconcile the appropriate conflict resolution solution
• Withdraw/Avoid (retreating, postponing the issue to be repeated or solved by others)
• Smooth/Accommodate (emphasizing area of agreement, conceding one position, maintain
harmony and relationships)
• Compromise/Reconcile (lose-lose , some degree of satisfaction, temporarily or partially solve
conflict)
• Collaborate/Problem Solve (win-win , incorporating multiple viewpoints, open dialogue,
consensus and commitment)
• Force/direct = win-lose : push and enforce one viewpoint at the expense of others
• Escalation

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Questions ?

Stakeholders

1. Identify, Analyze and Categorize stakeholders

2. Engage stakeholders by category

3. Develop, execute, and validate a strategy for stakeholder engagement

4. Collaborate with Stakeholders

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Identify Stakeholders
• Stakeholder Analysis. A technique of systematically gathering and analyzing information to
determine whose interests should be taken into account throughout the project.

• Artifact generated :
Stakeholder Register

Collaborate with Stakeholders

• Evaluate engagement needs for stakeholders

• Optimize alignment between stakeholder needs, expectations, and project objectives

• Build trust and influence stakeholders to accomplish project objectives

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Analyze Stakeholders
• Stakeholder Mapping : Power/interest or power/influence or impact/influence.

• Salience model: classify based on power/urgency/legitimacy

• Identification based on three variables: power to influence,
legitimacy of the stakeholders’ relationships with the project, and
the urgency of the stakeholders' claim on the project for
stakeholder engagement.

Categorize and Engage Stakeholders

• Stakeholder Engagement Assessment matrix: comparison between the Current engagement
levels of stakeholders and the Desired engagement levels (Unaware – Resistant – Neutral –
Supportive - Leading)

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Develop, execute, and validate a strategy for

stakeholder engagement

• Stakeholder engagement plan: This plan identifies the strategies and actions required to
promote productive involvement of stakeholders in project or program decision making and
execution

• Keeping stakeholders engaged is very important for the success of the project

• Build a suitable action plan for each type and status of stakeholders (Unaware, resistant, ..etc)

Negotiate project agreements

• Negotiation is the active discussion with the objective to reach mutual
agreement

• Analyze the bounds of the negotiations for agreement

• Assess priorities and determine ultimate objective(s)

• Verify objective(s) of the project agreement is met

• Never use Threat tactics

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Questions ?

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Manage
Communications

Objectives
• Analyze communication needs of all stakeholders
• Determine communication methods, channels, frequency, and level of detail for all stakeholders
• Communicate project information and updates effectively
• Confirm communication is understood and feedback is received

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Plan and Manage Communication

• Analyze communication needs of all stakeholders.

• Determine communication methods, channels, frequency, technology, and level of detail for all
stakeholders

• Communication Management Plan: including escalation process, communication methods,

channels, frequency, technology, and info with level of detail for all stakeholders with type and
format required for communication

• Monitor communications throughout the entire project life cycle to ensure the information needs
of the project stakeholders are met.

Communication Types
• Formal: Reports, formal meeting, presentation or stakeholder briefings
• Informal: General communication through email, social media, websites (Usually if Informal
so it is Unofficial)

• Official: Annual reports, reports to regulators or government bodies

• Unofficial: Communications that focus on establishing and maintaining the profile and
recognition of the project and building strong relationships between the project team and its
stakeholders using flexible and often informal means.

• Upward – Downward - Horizontal

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Communication Methods
• Interactive communication. Between two or more parties performing a multidirectional exchange
of information in real time. such as meetings, phone calls, and videoconferencing.

• Push communication. Sent or distributed directly to specific recipients who need to receive the
information. This ensures that the information is distributed but does not ensure that it actually
reached or was understood by the intended audience. Like letters, emails, faxes, voice mails and
press releases.

• Pull communication. Used for large complex information sets, or for large audiences, and
requires the recipients to access content at their own discretion subject to security procedures.
These methods include web portals, intranet sites, e-learning, lessons learned databases, or
knowledge repositories.

Confirm Communication
Receiver is responsible for ensuring that the
information is completely received,
understood correctly, and acknowledged or
responded to appropriately.

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Questions ?

Question
• As part of the communications model, the receiver is responsible for:

• A. Agreeing with the sender's message.

• B. Pretending that the message is received only partially, to encourage further
discussions.
• C. Ensuring that the information is received complete, understood correctly,
and acknowledged or responded to appropriately.
• D. Specifying that a verbal message does not give insight to problem areas,
and requiring that the message be reduced to writing to avoid potential
confusion.

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Answer
• As part of the communications model, the receiver is responsible for:

• A. Agreeing with the sender's message.

• B. Pretending that the message is received only partially, to encourage further
discussions.
• C. Ensuring that the information is received complete, understood correctly,
and acknowledged or responded to appropriately.
• D. Specifying that a verbal message does not give insight to problem areas,
and requiring that the message be reduced to writing to avoid potential
confusion.

Amr Elkhodary

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