Direct and Manage Project Work:
Inputs: 1. Project management plan 2. Approved change requests 3. Enterprise environmental factors 4. Organizational process assets
TT: 1. Expert Judgement 2. Meetings 3. PMIS
Outputs: 1. Change Request 2. Deliverables 3. Work Performance Data 4. PM Plan Update 5. Project documents update
Corrective action — An intentional activity that realigns the performance of the project work with the project management plan;
Preventive action — An intentional activity that ensures the future performance of the project work is aligned with the project management plan;
Defect repair — An intentional activity to modify a nonconforming product or product component.
Expert Judgement is provided by the project manager and the project management team using specialized knowledge or training.
Additional expertise is available from many sources, including: Other units within the organization; Consultants and other subject matter experts (internal and external); Stakeholders, including customers, suppliers, or sponsors; and Professional and technical associations.
Meetings tend to be one of three types:
- Information exchange;
- Brainstorming, option evaluation, or design;
- Decision making.
The project management information system (PMIS) - Part of the environmental factors
Acquire Project Team:
Input: 1. Human resource management plan 2. Enterprise environmental factors 3. Organizational process assets
TT: 1. Pre-assignment 2. Negotiation 3. Acquisition 4. Virtual teams 5. Multi-criteria decision analysis
Output: 1. Project staff assignments 2. Resource calendars 3. Project management plan updates
By use of a multi-criteria decision analysis tool, criteria are developed and used to rate or score potential team members. Some examples of selection criteria that can be used to score team members are shown as follows: Availability, Cost, Experience, Ability, Knowledge, Skills, Attitude, International factors.
Develop Project Team:
- Process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Input: 1. Human resource management plan 2. Project staff assignments 3. Resource calendars
TT: 1. Interpersonal skills 2. Training 3. Team-building activities 4. Ground rules 5. Colocation 6. Recognition and rewards 7. Personnel assessment tools
Output: 1. Team performance assessment 2. EEF updates
- Interpersonal skills, sometimes known as “soft skills,” are behavioral competencies
- Training includes all activities designed to enhance the competencies of the project team members
- Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact
- While team building is essential during the initial stages of a project, it is a never-ending process
Develop team models: Tuckman ladder - includes five stages of development that teams may go through. (Forming, Storming, Norming, Performing, Adjourning)
Colocation: Referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.
Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to meet new challenges
Personnel Assessment Tools: Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups.
As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team’s effectiveness
Manage Project Team:
- The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Input: 1. Human resource management plan 2. Project staff assignments 3. Team performance assessments 4. Issue log 5. Work performance reports 6. Organizational process assets
TT: 1. Observation & conversation 2. Project performance appraisals 3. Conflict management 4. Interpersonal skills
Output: 1. Change Requests 2. Project management plan updates 3. Project documents updates 4. Enterprise environmental factors updates 5. Organizational process assets updates [Hint: Like common control output]
Issue Log: Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.
Observation and conversation are used to stay in touch with the work and attitudes of project team members.
Project Performance Appraisals: Objectives for conducting performance appraisals during the course of a project can include clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plans, and the establishment of specific goals for future time period.
Conflict should be addressed early and usually in private, using a direct, collaborative approach
There are five general techniques for resolving conflict:
Withdraw/Avoid, Smooth/Accommodate, Compromise/Reconcile, Force/Direct, Collaborate/Problem Solve
Examples of interpersonal skills that a project manager uses most often include:
Leadership, Influencing, Effective decision making
Key influencing skills include:
○ Ability to be persuasive and clearly articulate points and positions;
○ High levels of active and effective listening skills;
○ Awareness of, and consideration for, the various perspectives in any situation; and
○ Gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust
Some guidelines for decision making include:
○ Focus on goals to be served,
○ Follow a decision-making process,
○ Study the environmental factors,
○ Analyze available information,
○ Develop personal qualities of the team members,
○ Stimulate team creativity, and
○ Manage risk.
Staffing changes may include moving people to different assignments, outsourcing some of the work, and replacing team members who leave
Inputs: 1. Project management plan 2. Approved change requests 3. Enterprise environmental factors 4. Organizational process assets
TT: 1. Expert Judgement 2. Meetings 3. PMIS
Outputs: 1. Change Request 2. Deliverables 3. Work Performance Data 4. PM Plan Update 5. Project documents update
Corrective action — An intentional activity that realigns the performance of the project work with the project management plan;
Preventive action — An intentional activity that ensures the future performance of the project work is aligned with the project management plan;
Defect repair — An intentional activity to modify a nonconforming product or product component.
Expert Judgement is provided by the project manager and the project management team using specialized knowledge or training.
Additional expertise is available from many sources, including: Other units within the organization; Consultants and other subject matter experts (internal and external); Stakeholders, including customers, suppliers, or sponsors; and Professional and technical associations.
Meetings tend to be one of three types:
- Information exchange;
- Brainstorming, option evaluation, or design;
- Decision making.
The project management information system (PMIS) - Part of the environmental factors
Acquire Project Team:
Input: 1. Human resource management plan 2. Enterprise environmental factors 3. Organizational process assets
TT: 1. Pre-assignment 2. Negotiation 3. Acquisition 4. Virtual teams 5. Multi-criteria decision analysis
Output: 1. Project staff assignments 2. Resource calendars 3. Project management plan updates
By use of a multi-criteria decision analysis tool, criteria are developed and used to rate or score potential team members. Some examples of selection criteria that can be used to score team members are shown as follows: Availability, Cost, Experience, Ability, Knowledge, Skills, Attitude, International factors.
Develop Project Team:
- Process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Input: 1. Human resource management plan 2. Project staff assignments 3. Resource calendars
TT: 1. Interpersonal skills 2. Training 3. Team-building activities 4. Ground rules 5. Colocation 6. Recognition and rewards 7. Personnel assessment tools
Output: 1. Team performance assessment 2. EEF updates
- Interpersonal skills, sometimes known as “soft skills,” are behavioral competencies
- Training includes all activities designed to enhance the competencies of the project team members
- Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact
- While team building is essential during the initial stages of a project, it is a never-ending process
Develop team models: Tuckman ladder - includes five stages of development that teams may go through. (Forming, Storming, Norming, Performing, Adjourning)
Colocation: Referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.
Most project team members are motivated by an opportunity to grow, accomplish, and apply their professional skills to meet new challenges
Personnel Assessment Tools: Various tools are available such as attitudinal surveys, specific assessments, structured interviews, ability tests, and focus groups.
As project team development efforts such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team’s effectiveness
Manage Project Team:
- The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Input: 1. Human resource management plan 2. Project staff assignments 3. Team performance assessments 4. Issue log 5. Work performance reports 6. Organizational process assets
TT: 1. Observation & conversation 2. Project performance appraisals 3. Conflict management 4. Interpersonal skills
Output: 1. Change Requests 2. Project management plan updates 3. Project documents updates 4. Enterprise environmental factors updates 5. Organizational process assets updates [Hint: Like common control output]
Issue Log: Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.
Observation and conversation are used to stay in touch with the work and attitudes of project team members.
Project Performance Appraisals: Objectives for conducting performance appraisals during the course of a project can include clarification of roles and responsibilities, constructive feedback to team members, discovery of unknown or unresolved issues, development of individual training plans, and the establishment of specific goals for future time period.
Conflict should be addressed early and usually in private, using a direct, collaborative approach
There are five general techniques for resolving conflict:
Withdraw/Avoid, Smooth/Accommodate, Compromise/Reconcile, Force/Direct, Collaborate/Problem Solve
Examples of interpersonal skills that a project manager uses most often include:
Leadership, Influencing, Effective decision making
Key influencing skills include:
○ Ability to be persuasive and clearly articulate points and positions;
○ High levels of active and effective listening skills;
○ Awareness of, and consideration for, the various perspectives in any situation; and
○ Gathering relevant and critical information to address important issues and reach agreements while maintaining mutual trust
Some guidelines for decision making include:
○ Focus on goals to be served,
○ Follow a decision-making process,
○ Study the environmental factors,
○ Analyze available information,
○ Develop personal qualities of the team members,
○ Stimulate team creativity, and
○ Manage risk.
Staffing changes may include moving people to different assignments, outsourcing some of the work, and replacing team members who leave
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