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PMP > Session 6 > Flashcards

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
Q

Stakeholder Engagement Assessment Matrix SEAM

A

• use expert judgment, emotional, intelligence, and interpersonal skills to assess stakeholders
• update the SEAM regularl and often

26
Q

Training

A

• learn skills for use in the present
~ individually or as a group
~ aka “upskilling”
~ on any topic

27
Q

Coaching

A

• learn how to apply new skills or improve existing ones
~ individually or as a group
~ puts learning into practice

28
Q

Mentoring

A

• 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
Q

Gap Analysis

A

• perform to identify required knowledge, skills or attributes

30
Q

Diversity of training and coaching offerings

A

• soft skills
• technical skills
• part of team-building or fun/informal activity

31
Q

When to schedule training

A

• close to the time of solution implementation

32
Q

When to conduct a cost-benefit analysis

A

• to determine the potential value in cost savings — e.g., replacing outsourced labor

33
Q

How to measure training outcomes for improvement

A

• 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
Q

Ineffective conflict management leads to:

A

• destructive behavior
• animosity
• poor performance
• reduced productivity

35
Q

Effective conflict management leads to:

A

• improved understanding
• better performance
• higher productivity

36
Q

Conflict Management Roles
Predictive & Hybrid

A

• 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
Q

Conflict Management Roles
Adaptive

A

• what team is in power to resolve conflict; the team can facilitate resolution

38
Q

Causes of Conflict Context

A

• 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
Q

In a psychologically safe environment:

A

• view disruption and innovation as connected
• encourage exchanges and disagreements
• prevent escalation to conflict

40
Q

How to handle conflict
Predictive

A

• use preferred ways of managing conflict from the team charter and ground rules. Provide guidance and resources to help the team.

41
Q

How to handle conflict
Adaptive

A

•agile teams include conflict management strategies in their way of working (WoW) and are supported by a culture of trust

42
Q

Management Objectives
Managing your Team

A

• 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
Q

Communication Matrix

A

• help you proactively plan communications on a project
~help keep key players in the loop

44
Q

Communication Management Plan

A

•organize and document the process, types, and expectations of communication

45
Q

Recipients of reports and the desired frequency are noted on:

A

• stakeholder engagement plan
• communications management plan

46
Q

Lea’s Level Model of Conflict

A
  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
Q

Interpersonal Skills to Manage Conflict
Emotional Intelligence

A

• use empathy to understand and diffuse situations

48
Q

Interpersonal Skills to Manage Conflict
Influencing

A

• persuade parties to reconsider or change their tone, approach, or mindset

49
Q

Interpersonal Skills to Manage Conflict
Leadership

A

• steer others in a more positive direction

50
Q

Interpersonal Skills to Manage Conflict
Decision- Making

A

• offer a solution to move the situation forward

51
Q

Interpersonal Skills to Manage Conflict
Active Listening

A

• Listen to personalized, accusing language and bitter or caustic tone, defensive or aggressive physical postures

52
Q

Conflict Management Approach
Smoothe/Accommodate

A

• emphasize areas of agreement
• concede position to maintain harmony and relationships

53
Q

Conflict Management Approach
Withdraw/Avoid

A

• retreat from the situation
• postpone the issue

54
Q

Conflict Management Approach
Compromise/ Reconcile

A

• incorporate multiple viewpoints
• enable cooperative attitudes/ open dialogue to reach consensus and commitment

55
Q

Conflict Management Approach
Force/ Direct

A

• pursue your viewpoint at the expenses of others
• offer only win/lose solutions

56
Q

Conflict Management Approach
Collaborate/Problem Solve

A

• 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
Q

Continuious Improvement (CI)

A

• 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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