People Domain Flashcards
(47 cards)
1
Q
Emotional intelligence
A
- the ability to monitor your emotions or the emotions of others and use this to guide your actions
- to recognize or regulate emotions in ourselves and others.
2
Q
Organizational theories
A
the study of how people, teams and organizations behave
3
Q
Herzberg’s Motivation Theory
A
- two aspects to the work environment are hygiene and motivation.
- Poor hygiene factors may destroy motivation, but
improving them will not improve motivation. - motivation factors lead to higher individual performance.
4
Q
Herzberg’s Motivation Theory: Hygiene factors
A
- Salary
- Working conditions
- Personal life
- Security and Status
- Administration
- Policies
- Supervision
5
Q
Herzberg’s Motivation Theory: Motivation Agents
A
- Self-actualization
- Responsibility
- Professional Growth
- Recognitzion and Reward
- Achievement
- Job challenge
6
Q
Maslow Hierarchy of needs
A
- Physiological
- Safety
- Social
- Esteem
- Self-actualization
7
Q
McClelland’s Theory of Needs
A
- people are motivated by power, achievement, or affiliation
8
Q
Vroom’s Expectancy Theory
A
“intensity of work effort depends on the perception that an individual’s effort will result in a desired outcome.” Employees are motivated when they believe the following:
- Putting in more effort will yield better job performance.
- Better job performance will lead to organizational rewards, such as an increase in salary or benefits.
- These predicted organizational rewards are valued by the employee.
9
Q
Basic needs of virtual teams
A
- shared goals
- clear purpose
- clarity on roles and expectations
10
Q
Virtual team best practices
A
- focus on shared commitments vs individual accomplishsments of tasks
- start with team charter
- adopt behaviors to reinforce collaboration and visibility
- enable team to self-organize and be accoutable for deliverables
- prioritize team goals over individual performance
11
Q
time-boxed meetings
A
- improve focus
- encourage team to set clear agendas and objectives
- help keep work on track
12
Q
manage virtual engegement by focusing on
A
- team dynamics
- transparency
- accountability
- attention to effective communication
13
Q
Elements of communication plan
A
- team meeting times
- tools to track work status
- frequency of work status updates
- shared team hours
- preferred communication approaches
14
Q
Conflict
A
A difference in opinions, that is beneficial when the discussion is fact based, but can reach detrimental effects if not resolved properly
15
Q
Tasks of PM for conflict resolution
A
- Interpret the source and the stage of the conflict
- Analyze the context of the conflict
- Recommend/evaluate/reconcile the appropriate conflict resolution strategy
As a PM, your task is not to find the solution, but to help the team find the solution
16
Q
Impediments
A
Roadblocks that are slowing the progress of the team
17
Q
Sources of conflict
A
- Schedules
- Project priorities
- Resources
- Technical opinions
- Administrative procedures
- Cost
- Personality
18
Q
Causes of conflict
A
- Competition
- Differences in objectives, values and perceptions
- Disagreements about role, requirements, work activities and individual approaches
- Communication breakdowns
19
Q
Mindset for conflict resolution
A
- Understand the conflict
- Explore and evaluate alternatives
- Select best alternative
20
Q
Conflict resolution techiniques
A
- Collaborating (problem solving) => best
- Compromising (reconciling) => 2nd best
- Withdrawal (avoidance)
- Smoothing (accomodating)
- Forcing (directing)
21
Q
Stages of conflict
A
- Problems to solve: seek win-win
- Disagreement: support and empower to resolve the situation
- Contest: accommodate, negotiate, get facts
- Crusade: establish safe structure, be diplomatic
- World war: prevent ppl from hurting each other
22
Q
Tasks of PM with impediments
A
- determine critical impediments
- prioritize these impediments
- use network to implement solution
- re-assess continually to ensure proper addressing of impediments
23
Q
Mindset for PMP for impediment removement
A
- identify opportunities to note down the impediments
- prioritize the list
- involve team members for resolution
- continuously monitor for the effectiveness of the actions taken
24
Q
Prioritize impediments
A
- analyze the impediments to help the priortization
- prioritize impediment list prepared
- use collaboration
25
Resolve and remove impediments
1. bring relevant team members for resolution
2. encourage and empower the team to resolve issues on their own
3. escalate when necessary
26
Opportunities to identify blockers
1. observing
2. daily stand up
3. value stream analysis
4. feedback
5. backlog assessment
6. reviewing risk registers
7. analyzing information radiators / dashboards / reports
27
Tasks for PMP for stakeholder engagement
1. evaluate engagement needs for stakeholders
2. optimize alignment between stakeholder needs, expectations and project objective
3. build trust and influence stakholders to accomplish project objectives
28
Evaluate engagement needs
1. Networking and social events
2. Organizing special interest groups and communities of practice
3. conferences, workshops, in-person events
4. interactive training sessions
5. assign buddies, work shadowing and assign mentors
6. reverse mentoring. Asking young team members about new technologies
29
Optimize needs and objective alignment
1. Analyse stakeholder to understand their needs and expectations
2. check if it is align with project objectives
3. understand stakeholder analysis and mapping techniques
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Influence to achieve objectives
1. build an environment of trust
2. communicate and re-communicate vision
3. share the progress with stakeholders
4. involve relevant stakeholders in planning and decision making
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Stakeholder cube: dimensions
1. attitude
2. interest
3. power
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Stakeholder salience model
how much priority you should give that stakeholder.
1. Legitimacy
2. Power
3. Urgency
33
Stakeholder salience
the degree to which managers give priority to competing stakeholder claims.
34
Salience model: Legitimacy
1. a measure of how much of a ‘right’ the stakeholder has to make requests of the project.
2. can be based on a contract, legal right, moral interest, or some other claim to authority.
35
Salience model: Power
1. a measure of how much influence they have over actions and outcomes.
2. could derive from hierarchical status or prestige within the organization, money invested from a particular shareholder, ownership of resources required to successfully deliver the outcome, or similar.
36
Salience model: Urgency
how much immediate attention they demand and how unacceptable a delay in response/action is to the stakeholder.
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Salience model: overlap
1. Dominant stakeholders: they can act on their intentions, should they ever want to.
2. Dangerous stakeholders: can use coercive power and unlawful tactics to draw attention to their interest in the project.
3. Dependent stakeholders: has legitimacy and urgency but lacks real power to influence the direction of the project.
4. Definitive stakeholders: This group meets all the criteria for saliency. i.e. project sponsor
5. Non-stakeholders
Additional groups (only 1 characteristics)
1. Dormant stakeholders (power)
2. Expectant stakeholders (urgency)
3. Latent stakeholders.
38
Stakeholder collaboration
not only about communication, but also ensure engagement happens
39
Leadership
the art of motivating a group of people to act towards achieving a common objective
40
Tasks of PM for leadership
1. Set a clear vision and mission
2. Support diversion and inclusion
3. Value servant leadership
4. Determine an appropriate leadership style
5. Inspire, motivate and influence team member/stakeholder
6. Analyze team members and stakeholders' influence
7. Distinguish various options to lead various team members and stakeholders
41
Servant leadership
1. communicate & re-communicate the vision
2. shield the team from interruptions
3. remove the roadblocks
4. carry food & water - provide tools & techniques
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Leadership styles
1. Lassez faire
2. Charismatic
3. Transformational
4. Transactional
5. Interactional
6. Servant leadership
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