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Session 6 Flashcards

1
Q

Servant Leadership 3 steps:

A

• define vision
• align people to that vision
• motivate people to pursue the vision

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2
Q

Assess / Measuring Team Member Performance to:

A

• identify strengths, weakness, aspirations, and preferences
• discover opportunities for improvement

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3
Q

Assess/ Measuring Team Member Performance Predictive

A

• use formal and informal assessment methods
• conduct assessments, one team members join and then monitor progress

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4
Q

Assess/ Measuring Team Member Performance Adaptive

A

• self organized agile teams in psychologically safe environments assess and regulate their own performance
• the focus in the team, rather than individuals

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5
Q

Performance Assessment Tasks Predictive

A

• compare performance to goals
• reclarify roles and responsibilities
• deliver positive as well as negative feedback
• discover, unknown or unresolved issues
• create an monitor individual training plans
• establish future goals

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6
Q

Personality Indicators- DO

A

• use the exercise as an icebreaker or team building activity
• use results as predictors not absolutes
• always seek permission and explain use

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7
Q

Personality Indicators- DON’T

A

• make fixed assumptions or judgments based on results
• sheer anyone’s personal information without permission

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8
Q

Personality Indicators- Measurement Tools

A

• Big Five Personality Model (OCEAN)
• Myers-Briggs Type Indicator
• DISC

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9
Q

Personality can affect the following:

A

• what role you have within the team
• how you interact with the rest of the team
• whether your values (core beliefs) align with the team’s

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10
Q

Psychological team roles

A

• results orientated
• relationship focused
• innovative, and disruptive thinkers
• process and rule followers
• pragmatic

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11
Q

Five Main Components of Emotional Intelligence

A

• emotional self awareness
• self regulation
• motivation
• empathy
• social skills

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12
Q

Empathy

A

• Provides a foundation of understanding the motivations of other people

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13
Q

Dimension of Empathy- Inward Teams- helps individuals

A

• understanding of others
• service orientation

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14
Q

Dimension of Empathy-Outward Teams- helps teams

A

• develop others
• leverage diversity
• have political awareness

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15
Q

Social Skills- High Performing Team members adapt to the following:

A

• communicating
• building bonds
• collaboration and cooperation
• catalyzing change
• managing conflict
• influencing
• leadership

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16
Q

Motivation Elements- Achievement/Drive

A

• set up goals, take chances
• strive work success
• discover how to upskill
• minimize uncertainty

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17
Q

Motivation Elements- Commitment

A

• make decisions based on team core principles
• realize benefits of holistic participation
• sacrifice to fulfill company goal
• search for opportunities to achieve team mission

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18
Q

Motivation Elements- Initiative

A

• work hard toward goals
• inspire others through extraordinary feats
• seize opportunities

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19
Q

Motivation Elements- Optimism

A

• hope to succeed; don’t fear of failure
• perceive reversals as under your control
• work toward goals regardless of barriers

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20
Q

How would you Monitor Stakeholders & Their Engagement

A

• update grids at key intervals
• use analysis and expert judgment
• keep a record of the reasons for placement to enable needed change or improvement
• tailor management strategies and actions to individuals, in addition to their place in the grid

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21
Q

Communication
Two Way Street

A

• Active Listening
~ enables collaboration
~ requires listener to provide feedback about what they heard by:
~~~ re-stating
~~~ paraphrasing
~~~ using body language such as nodding the head
~~~ confirms understanding and builds trust

• Effective Feedback
~ clear, specific and offered in a timely manner
~ objective and critical
~ positive if received and understood as objective
~ negative if misunderstood or there is a lack of trust and psychological safety

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22
Q

How to Collaborate

A

• optimize understanding of aims and expectations through open dialogue and meaningful communication
• engage continuously
• accept that engagement levels may fluctuate
• keep discussions transparent
• ensure stakeholders are knowledgeable and expectations are set
•leverage communication and interpersonal skills, feedback and meeting management
•maximize the feedback loop- gain meaningful insights
• use effective tool— e.g. shared whiteboards

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23
Q

Example of Collaboration Tools- Information Radiators

A

~Kanban boards
~~ help visualize work
~ White boards
~ Wikis
~~online text document
~ Fishbowl windows
~~ engage multiple participants in a focused discussion
•enable open communication and collaboration
~ electronic, physical or both

24
Q

Collaboration Activities

A

• daily stand up meetings
• colocated or face to face working
• schedules sessions— e.g., milestone reviews, backlog refinement sessions, project update meetings
• pairing or coaching, as in knowledge transfer
• negotiations

25
Stakeholder Engagement Assessment Matrix SEAM
• use expert judgment, emotional, intelligence, and interpersonal skills to assess stakeholders • update the SEAM regularl and often
26
Training
• learn skills for use in the present ~ individually or as a group ~ aka “upskilling” ~ on any topic
27
Coaching
• learn how to apply new skills or improve existing ones ~ individually or as a group ~ puts learning into practice
28
Mentoring
• development of personal and professional growth through long-term professional relationships ~between a novice and a more experienced person ~ Internal or external to projects or organizations
29
Gap Analysis
• perform to identify required knowledge, skills or attributes
30
Diversity of training and coaching offerings
• soft skills • technical skills • part of team-building or fun/informal activity
31
When to schedule training
• close to the time of solution implementation
32
When to conduct a cost-benefit analysis
• to determine the potential value in cost savings — e.g., replacing outsourced labor
33
How to measure training outcomes for improvement
• post training performance assessments • observation of knowledge or skill improvement • certifications- badges, letter from awarding body • discuss and share training outcomes in team retrospectives
34
Ineffective conflict management leads to:
• destructive behavior • animosity • poor performance • reduced productivity
35
Effective conflict management leads to:
• improved understanding • better performance • higher productivity
36
Conflict Management Roles Predictive & Hybrid
• all team members and stakeholders are responsible for managing conflict • project managers influence the direction and handling of conflict through interpersonal skills and servant leadership
37
Conflict Management Roles Adaptive
• what team is in power to resolve conflict; the team can facilitate resolution
38
Causes of Conflict Context
• competition • differences in objectives, values and perception— this can be ideolog • disagreements about role requirements, work activities and individual approaches • communication breakdowns • projects are unique and team members not worked together before
39
In a psychologically safe environment:
• view disruption and innovation as connected • encourage exchanges and disagreements • prevent escalation to conflict
40
How to handle conflict Predictive
• use preferred ways of managing conflict from the team charter and ground rules. Provide guidance and resources to help the team.
41
How to handle conflict Adaptive
•agile teams include conflict management strategies in their way of working (WoW) and are supported by a culture of trust
42
Management Objectives Managing your Team
• use clear objectives to guide productivity and encourage aspiration • set objectives collaboratively with team members • create challenging, yet attainable, objectives ~ at the start of a project or phase ~ throughout the project life cycle, as in an iteration planning session
43
Communication Matrix
• help you proactively plan communications on a project ~help keep key players in the loop
44
Communication Management Plan
•organize and document the process, types, and expectations of communication
45
Recipients of reports and the desired frequency are noted on:
• stakeholder engagement plan • communications management plan
46
Lea’s Level Model of Conflict
1. A Problem to Solve 2. Disagreement 3. Contest 4. Fight/Flight 5. Intractable Situation • Adress at level 1 so it does not exceed to another level
47
Interpersonal Skills to Manage Conflict Emotional Intelligence
• use empathy to understand and diffuse situations
48
Interpersonal Skills to Manage Conflict Influencing
• persuade parties to reconsider or change their tone, approach, or mindset
49
Interpersonal Skills to Manage Conflict Leadership
• steer others in a more positive direction
50
Interpersonal Skills to Manage Conflict Decision- Making
• offer a solution to move the situation forward
51
Interpersonal Skills to Manage Conflict Active Listening
• Listen to personalized, accusing language and bitter or caustic tone, defensive or aggressive physical postures
52
Conflict Management Approach Smoothe/Accommodate
• emphasize areas of agreement • concede position to maintain harmony and relationships
53
Conflict Management Approach Withdraw/Avoid
• retreat from the situation • postpone the issue
54
Conflict Management Approach Compromise/ Reconcile
• incorporate multiple viewpoints • enable cooperative attitudes/ open dialogue to reach consensus and commitment
55
Conflict Management Approach Force/ Direct
• pursue your viewpoint at the expenses of others • offer only win/lose solutions
56
Conflict Management Approach Collaborate/Problem Solve
• incorporate several viewpoints and insights from varying perspectives • requires cooperative attitude and open dialogue • search for solutions that typically lead to consensus and commitment
57
Continuious Improvement (CI)
• an ongoing effort to improve products, services or processes through small, incremental improvements or large breakthroughs • a business strategy developed at the organizational level for projects to adopt and use • typically implemented by an organization’s PMO and or a “structured learning” approach or CI framework such as Agile or Six Sigma

PMP (11 decks)

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