Module 4 PMP Domain People

®
(PMP) Exam Preparation

Domain: People
April 4, 2021
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Focus Sessions
Agenda
• Introduction to Project Management Professional (PMP)® Certification Exam
• How to undertake a project?
• Project Management Process Groups
• Agile Manifesto (Software Development Projects)
Domain 1: Process
Domain 2: People
Domain 3: Business Environment
Hints and Tips to schedule (PMP)® Exam
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Domain: People
Tasks
1
1 Address and remove impediments, obstacles, and blockers for the team 14 2
2 Build Team
3 Build shared understanding

13 3
4 Collaborate with stakeholders
5 Define team ground rules
6 Empower team members and stakeholders

12 4
7 Ensure team members/stakeholders are adequately trained
8 Engage Stakeholders
People
9 Engage and support virtual teams
10 Integrate project planning activities

11 5
11 Lead Team
12 Manage communications
13 Manage conflict
10 6
14 Mentor relevant stakeholders
9 7
8

People
Why people over processes?
 Good people who have few or no processes in place can succeed even on difficult projects.
 Its important to understand how to build and support healthy teams.
 People are more significant than processes if we want to lower costs and boost performance.
 There will always be a better return from investing in people.

COCOMO II® Estimation Model
What’s More Important, People or Processes?
 A software development model (COnstructive COst MOdel) represent the correlation between
the project input variables and the final cost, and then use this data as a basis for estimating
future projects.

Agile Team Roles
Project Sponsor
 Serves as the projects main advocate within the organization.
 Provides direction to the product owner role about the organization’s overall goals for the project.
 Focuses on whether the project will deliver the expected values on time on budget.
 Is invited to the iteration review meetings to see the product increments as they are completed,
but might not attend.

Agile Team Roles
Product Owner/Customer/Proxy/Value Management Team/Business Representative
 Maximize the value of the product by choosing and prioritizing the product features.
 Manages the product backlog, and prioritized by business values.
 Makes sure the team has a shared understanding of the backlog items and the values they are
supposed to deliver.

Agile Team Roles
Product Owner/Customer/Proxy/Value Management Team/Business Representative
 Provides the acceptance criteria that the delivery team will use to prepare acceptance tests.
 May change into product features and their priority at any time.
 Provides the due date for the project and/or its releases.
 Attends planning meetings, reviews, and retrospectives.

Agile Team Roles
Scrum Master/Coach/Team Leader
 Acts as a servant leader to the delivery team, helping them improve and remove barriers to their
progress.
 Helps the delivery team self-governing self-organize.
 Serves as a facilitator and conduit for communication within the delivery team and with other
stakeholders.

Agile Team Roles
 Makes sure the delivery team’s plan is visible and its progress is radiated to stakeholders.
 Acts a coach and mentor to the delivery team.
 Guides the team’s agile process and makes sure their agile practices are being used properly.

Agile Team Roles
 Helps the product owner managed the product back.
 Helps the product owner communicated the project vision, goals, and backlog items to the
delivery team.
 Facilitates meetings: planning, reviews, and retrospectives.
 Follows up on issues raised in standup meetings to remove impediments so that the team can
stay on track.

Agile Team Roles
Development Team/Delivery Team
 Build the product increments, using agile practices and processes.
 Regularly update information radiators to share their progress with stakeholders.
 Soft organize and self-directed their working process within an iteration.

Agile Team Roles
 Share their progress with each other in the daily standup meetings.
 Write acceptance tests for the product increments.
 Test and revise the product increments until they pass the acceptance tests.

Agile Team Roles
 Demonstrate the completed product increment to the customer in the iteration review meeting.
 Hold iteration retrospectives to reflect on their process and continually improve it.
 Perform release and iteration planning, including estimating the stories and tasks.

Building Agile Teams
Team Definition
 “A small number of people with complementary skills who are committed to a common purpose,
performance goals and approach for which they hold themselves mutually accountable”.

High-Performing Teams
Characteristics
 Self-organizing and self-directing attributes of agile teams are goals.
 Limiting team size to 12 or less.
 Providing strong leadership.
 “Swarming”: multiple people pitching in to finish a task, remove a bottleneck, or move a
deliverable across the line to production readiness.
 Rewarding people for problem-solving, collaboration, sharing ideas.
 Creating a safe place for experiments.

Team Developmental Mastery
Models
 Cockburn’s model (Shu-Ha-Ri) of Skill Mastery.
 Dreyfus’s model of adult skill acquisition.
 Tuckman’s model of team formation and development.

The (3) step process of increasing mastery (Shu-Ha-Ri) Model
• Obeying the Ha • Unconsciously

rules • Consciously finding an
moving away individual path
from the rules
Shu Ri

Adults learn new skills over (5) stages (Dreyfus’s) Model
Novice Advanced Competent Proficient Expert

beginner
•To follow •To gain •To decide •To choose •To assess
rules they enough which rules the best the
have been experience are the best strategy alternatives
given and with real- for each rather than and select
make world situation. relying on the the best
analytical situations to rules. approach
decisions. begin to •To become without
understand emotionally having to first
the context of involved in analytically
the rules. the process examine all
and the the possible
tasks. strategies.

The (4) primary stages of Team formation and development (Tuckman’s) Model
• Take responsibility • To start focusing

for progress towars on areas of work.
the goal.
• Build trust and • To arrange a team-
building events.
good relationships
between team
members.
Storming Norming Performing Adjourning
• To celebrate
the team’s
achievements.
OR
• Direct the team.

• Establish clear Forming The 4 primary stages of this model are called Mourning
objectives for Forming, Storming, Norming, and Performing.
team members. There are followed by a disengagement phase called
adjourning or mourning.

Team Training, Coaching, and Mentoring
Happens more at the iteration boundaries
Coaching is the most common of these activities
• Is the teaching of a skill or knowledge

through practice and instruction.
• There is an agenda and a structured format
that is usually prepared in advance.
• Is a facilitated process that helps the person

being coached to develop and improve their
performance.
• Is a professional relationship than a specific

activity.
• The mentee sets the agenda and the format
is free-flowing.

Coaching
Individual Vs. Team Coaching
 Team member coaching should be one-on-one, confidential meeting in a safe, private
environment.
 During the conversation, its important to be frank, yet remain positive and respectful.
 After the meeting, the coach might needs to follow up to make sure the issue has been resolved,
or is at least getting better.

One-on-one Coaching
Lyssa Adkins guidelines
 Meet them a half-step ahead: “Who can do this one?”.
 Guarantee Safety: “All coach conversations will be kept confidential”.
 Partner with managers: “Ensure that the team member’ project contributions are reported
appropriately to their functional managers”
 Create positive regards: “Cultivate a genuine compassion for others and a desire to help
everyone improve in their roles.

Build A Collaborative Team
By Creating Spaces
Useful information that flows between

team members working in close proximity
War Room Private & Unwritten Overhear

Common information conversation
Team Caves Tacit Osmotic

Space and Knowledge Communication
Common
Face-to-face: preferred means of communication.

Co-locating: recommended.

Co-Location (Proximity)
 All team members working in the same space, within 33 feet (10 meters) of each other, with no
physical barriers between them.

Team Space
 Know as “War Room” or “Tight Matrix”.
 Common area for collaboration and information sharing where the team members conduct their
everyday work.
 Team space should be supplied with (whiteboards, task boards, sticky notes, sticky papers, flip
charts, round table with screen/laptop, video conference capability, no barriers to face-to-face
communication, food, snacks and toys.

Team Space – “Caves and Commons “ Model
 “Common”: most of the work is done in the “large area”, where the team members work together
as a group.
 “Caves”: team members have access to “private isolated area” to make their phone calls, one-
on-one conversations, or work on their own for short period of time.

Team Space – Tacit Knowledge
 Personal knowledge and difficult to express.
 Not documented; so space will give the opportunity for the team members to share their tacit
knowledge.
 Tacit Knowledge such as beliefs, insights, and the experience “Know-How”.

Osmotic Communication
 The flow of useful information between team members who are working in close proximity to
each other as they overhear each other’s conversations.

Distributed Teams (Digital Tools)
 Distributed team is not the same as outsourcing.
 Distributed projects basically have multiple development sites that can span buildings, cities, or
countries.
 Outsourced projects involves multiple legal entities, therefore contracting, contract
administration, and dealing with difference development infrastructures are added to the team’s
workload.

Distributed Teams (Digital Tools)
 Videoconferencing, live chat, skype.
 Interactive whiteboards.
 Instant messaging (IM) and Voice over Internet Protocol (VoIP) headsets.
 Presence-based application.
 Electronic task boards and story boards, Web-based meeting facilities, and Survey applications.
 Agile project management software, virtual card walls, smart boards, digital cameras.
 Wiki sites, document management tools, and collaboration websites, and CASE tools.

Team Performance
Tracking
 Monitoring team’s progress and performance using:
o Velocity.
o Burn Charts.
o Burn-down Charts.
o Burn-up Charts.

Team Performance
Velocity
 The measure of a team’s capacity for work per iteration.
 Velocity usually varies the most in the first few iterations and then begins to stabilize.
 The fact that velocity tends to stabilize over time makes it a very powerful tool for planning and
estimating.

Team Performance
Velocity
 Once a team has tracked their velocity over multiple iterations, they can use their average
velocity to estimate when the next release or project will be done.
 Velocity for an iteration = The sum of all story points to be completed in one iteration.
 Average velocity= Estimating when the next release or project will be done.

Team Performance
Velocity
 Example: Estimating the number of the remaining iteration that it will probably take the team to
complete the release. If we have the following information about the first release:
o (50) story points of undeveloped work remaining in the backlog.
o The team has been averaging about 20 story points per iteration.

Team Performance
Burn Charts
 Burndown charts: show the:
o Estimated time remaining.
o Estimated story points remaining.
 Burn-up charts: show the
o Features that have been delivered already (Completed or “Done”).

Team Performance
Burn Down Chart

Team Performance
Burn Up Chart

Team Performance
Motivation: Niko-Niko Calendar

Team Performance
Motivation: Niko-Niko Calendar
 The team installs a calendar on one of the room’s walls.
 The format of the calendar allows each team member to record, at the end of every workday, a
graphic evaluation of their mood during that day.

Team Performance
Motivation: Niko-Niko Calendar (Expected Benefits)
 The value of this practice lies in making somewhat objective an important element of team
performance – motivation or well-being – which is generally seen as entirely subjective and thus
impossible to measure and track.

Stakeholder
Definition
 An individual, group, or organization that may affect, be effected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.
 Project Stakeholders may have a positive or negative impact on the project, or be positively or
negatively impacted by the project.

Stakeholder Engagement
New To Agile Approach
 If this is not possible to engage stakeholders:
o Shield the team from their disruptive influence.
 In case the team runs into an issue where they don’t have the authority or influence:
o Establish procedure to quickly escalate it to the appropriate stakeholder for resolution.

Communicating with Stakeholders
Face – To – Face Method
 The preferred way for agile stakeholder communication.
 Paper-based communications are the lowest in terms of communication effectiveness.
 Agile methods also emphasize knowledge sharing by using low-tech, high-touch tools like cards
on a wall to plan and schedule project.

Communicating with Stakeholders
Agile Information Sharing
 Kanban boards.
 Information radiators:
o Highly visible display of information, including large charts, graphs, and summaries of project
data.
o Displayed in high traffic areas to maximize exposure.
 Co-location: sharing of information through osmotic communication.

Assessing & Incorporating Stakeholder Values
Agile Information Sharing
 Incorporates stakeholder values into a project is by:
o Engaging the product owner in the prioritization of the backlog.
o Executing the work according to the customer’s priorities.
o Inviting stakeholders to planning meetings and retrospectives.
o Planning project work and actions according to stakeholder values.

Participatory Decision Making
Models
 Convergence: to converge on a collectively agreed-upon best answer.
 Shared collaboration: group consensus rather than yielding to the will of a single influential
individual.

Simple Voting Technique
 Vote “for” or “against” an idea by a show of hands.
 Limits the opportunity for discussions.
 A quick vote.

Thumbs up/Down/Sideways Technique
 A vote with giving the people who are not sure (thumbs sideways) a chance to voice their
thoughts.
 A quicker than getting everyone’s opinion.

Fist of Five Voting Technique
 A vote by showing the number of fingers that indicate their degree of support.

Highsmith’s Decision Spectrum Technique
 Team members indicate how they feel about a decision by placing a checkmark on a spectrum
ranging from “fully in favor” to absolutely not “veto.”
 This method invites people who are not entirely in favor of the decision to voice their thoughts
and opinions.

Active Listening
Definition
 Is hearing what someone is really trying to convey, rather than just the meaning of the words
they are speaking.

Active Listening
The (3) Levels of Listening
 Internal listening level: hear the words being spoken but thinking “how is this going to affect me?”
so miss the speaker’s message.
 Focused listening level: empathize with speaker thoughts, experiences, and emotions.
 Global listening level: add higher level of awareness, to pick up on subtle physical and
environmental indicators.

Agile Modeling
Types
 Wireframes.
 Personas.

Agile Modeling
Wireframes
 A prototyping tool to visualize functional / behavioral arrangements (the relative prioritization)
without going into the details of visual design.
 Useful for products with human-computer interaction (User interface-UI).
 Focuses on “what a screen does, not what it looks like”.

Agile Modeling
Personas
 A character created to represent the attributes of a group of typical product users
 Provide archetypal descriptions of users.
 Tangible and actionable.
 Assist in decision making on features/functionality, priority and visual design.

Brainstorming
Definition
 A collaborative technique in which a group tries to rapidly generate a lot of ideas about a problem
or issue.
 The goal is to maximize the number of suggestions generated.

Brainstorming
Methods
 Quiet writing method: the group is given 5 to 7 minutes to generate ideas individually and then
share with the group.
 Round-robin method: people take turns to share an idea at a time and build upon ideas shared.
 Free-for-all method: people just shout out their ideas spontaneously.
 Once ideas are captured then sort, prioritize and implement the best ideas.

Collaboration
Games
 Games used for group communication:
o Remember the future: a vision-setting and requirements-elicitation.
o Prune the product tree: stakeholders gather and shape requirements.
o Speedboat: to identify threats and opportunities (risks) for the project.
o Buy a feature: This a prioritization exercise.

Conflict Resolution
Best Action
 When a team is in conflict: listen to complaints, without immediately wanting to solve it.

Definition of “Done”
Shared definition of “Done”
 User stories: developed, documented, and user acceptance tested.

Emotional intelligence
Definition
 Is our ability to identify, assess, and influence the emotions of ourselves, other individuals, and
groups.

Facilitation
Facilitator Role
 A facilitator is a person who chooses or is given the explicit role of conducting a meeting.
 This role usually entails that the facilitator will take little part in the discussions on the meeting’s
topic, but will focus primarily on creating the conditions for effective group processes, in the
pursuit of the objectives for which the meeting was convened.

Facilitation
Definition
 When facilitating a meeting or session:
o Goals: establish clear goals for each meeting to get people engaged in the discussion.
o Rules: establish ground rules to ensure higher engagement.
o Timing: assign timekeeper to make sure don’t lose track of time.
o Assisting: ensure the meeting is productive and everyone has a chance to contribute.

Negotiation
Definition
 Negotiations are successful when working toward a win-win solution.

Adaptive Leadership
Servant Leadership
 Servant leadership: (Theory “Y”).
 Team members are (self-motivated) as development team is the one to accomplish the tasks and
deliver values.
 Leading by serving and makes sure needs of other team members are met.
 Servant first, Leader second.

Adaptive Leadership
Servant Leadership
 An agile servant leader needs to:
o Protect the team from outside distractions / interruptions.
o Remove impediments to the team’s performance.
o Communicate and re-communicate project vision: maintain a common vision to drive the team to
perform.

Adaptive Leadership
Servant Leadership
 Scrum Master (Flow Master).
 The coach of the development team and process owner in the Scrum framework.
 Removes obstacles, facilitates productive events and defends the team from disruptions.

Agile Team Building
Team Composition
 I-shaped: a person with a single deep area of specialization and no interest or skill in the rest of
the skills required by the team.
 T-shaped: a person with one deep area of specialization and broad ability in the rest of the skills
required by the team.

Agile Team Building
Team Composition
 Broken Comb (Paint Drip): a person with various depths of specialization in multiple skills
required by the team.
 Mobbing: A technique in which multiple team members focus simultaneously and coordinate their
contributions on a particular work item.

Agile Project and Team Chartering
Team Charter
 Team Charter: a document that records the team values, agreements, and operating guidelines,
as well as establishing clear expectations regarding acceptable behavior by project team
members.
 It defines the ground rules.

Project Charter
 A formal document to justify, explain, define and authorize a project including the following
elements (at a minimum):
o Vision: “why” of the project (purpose).
o Mission: “what” of the project (what will be done).
o Success criteria: “how” to define success.

Project Charter
 Project Charter:
o Addresses the 5w1h of the project (why, what, who, when, where, how).
o Can be detailed and formally approved or barely sufficient.
o Must be created for agile projects and traditional projects alike.

Retrospective
Definition
 An agile process for self-evaluation by the agile development team only.
o To analyze, adapt and improve the entire agile development performance.
o To improve productivity, capability, quality and capacity.
 A meeting to be performed at the end of each iteration (once per month, or every week or two)
for up to1 hour.

Retrospective
The (5) Stages
1. Set the stage: get people comfortable to speak and outline the topics for discussion
o Check-in: everyone express in 1 or 2 words about the expectation of the retrospective.
o Focus on / focus off – which side to focus on.
o Use (ESVP): choose 1 from among “explorers, shoppers, vacationers and prisoners” that
describes their feeling anonymously.
o Working agreements: work on different topics in small groups first.

Retrospective
The (5) Stages
2. Gather data.
3. Generate insights.
4. Decide what to do: identify the high priority items to devise an action plan.
5. Close the retrospective: express appreciation and feelings.

Retrospective
Facts
 The chosen improvement stories will be put in the non-functional backlog to be carried out by
the whole team to improve agile processes.
 Retrospective meeting is carried out once per iteration and identifies one area for improvement.
 The term “retrospective”, has gained favor in the Agile community over better known ones such
as “debriefing” or “post-mortem”, for its more positive connotations.
 Also known as “Heartbeat Retrospective”.

Pair Programming
Definition
 Pair programming consists of two programmers sharing a single workstation (one screen,
keyboard and mouse among the pair).
o “Driver” is the programmer at the keyboard.
o “Navigator” is the programmer actively involved in the programming task but focusing more on
overall direction.
 It is expected that the programmers swap roles every few minutes or so.

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®

(PMP) Exam Preparation

• Introduction to Project Management Professional (PMP)® Certification Exam

• How to undertake a project?

• Project Management Process Groups

• Agile Manifesto (Software Development Projects)

Domain 3: Business Environment

Hints and Tips to schedule (PMP)® Exam

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 2

3 Build shared understanding

5 Define team ground rules

6 Empower team members and stakeholders

10 Integrate project planning activities

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 3

 Its important to understand how to build and support healthy teams.

 There will always be a better return from investing in people.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 4

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 5

 Serves as the projects main advocate within the organization.

but might not attend.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 6

 Manages the product backlog, and prioritized by business values.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 7

 Attends planning meetings, reviews, and retrospectives.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 8

 Helps the delivery team self-governing self-organize.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 9

 Acts a coach and mentor to the delivery team.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 10

 Helps the product owner managed the product back.

 Facilitates meetings: planning, reviews, and retrospectives.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 11

 Build the product increments, using agile practices and processes.

 Regularly update information radiators to share their progress with stakeholders.

 Soft organize and self-directed their working process within an iteration.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 12

 Write acceptance tests for the product increments.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 13

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 14

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 Self-organizing and self-directing attributes of agile teams are goals.

 Limiting team size to 12 or less.

 Providing strong leadership.

 “Swarming”: multiple people pitching in to finish a task, remove a bottleneck, or move a

deliverable across the line to production readiness.

 Rewarding people for problem-solving, collaboration, sharing ideas.

 Creating a safe place for experiments.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 16

 Cockburn’s model (Shu-Ha-Ri) of Skill Mastery.

 Dreyfus’s model of adult skill acquisition.

 Tuckman’s model of team formation and development.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 17

• Obeying the Ha • Unconsciously

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Novice Advanced Competent Proficient Expert

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• Take responsibility • To start focusing

• Direct the team.

www.tracejo.com Questions & feedback? Email me – info@tracejo.com 20