Interpretation of PMP syllabus | 【人】 Task 2—Leadership Team (3)
As mentioned earlier, the new version of the syllabus describes this task as follows:
5. Incentive, encourage and influence team members / related parties (for example, team contracts, social contracts, and reward mechanisms)
In the task of leading a team, this content involves more knowledge points. First, the difference between the relevant parties and the team must be clarified. PMBOK defines related parties as:
Identify people, groups or organizations that can influence or be affected by the project
Therefore, strictly speaking, the project team has a significant impact on the project, and the project will also cause and exert influence on the members of the impact team. The project team should also be the scope of the project related parties. However, PMBOK puts the team in the resource field, so although the team resources are inextricably linked to the relevant parties, from the analysis of past exam questions, we can simply classify the relevant parties that can manage, guide and evaluate performance as team resources , That is, to judge according to the field of resource knowledge; the parties that cannot be directly managed and cannot evaluate their performance are attributed to the field of related party knowledge.
So this can be understood as the incentive, encouragement, and influence of the project manager on the team. This will involve the knowledge points in planning resource management, building the team, and managing the team. If you look at the cases given in the syllabus, the test center will focus on knowledge points such as resource management plan, team charter, recognition and rewards, conflict management (conflict management, click to view)
Resource management plan:
The content of the resource management plan used in this section of PMBOK is as follows:
As part of the project management plan, the resource management plan provides guidance on how to classify, allocate, manage, and release project resources. The resource management plan can be divided into a team management plan and a physical resource management plan according to the specific situation of the project. Resource management plans may include (but are not limited to):
- Identify resources.
- Access to resources.
- Roles and responsibilities.
- Roles.
- Authority.
- Duties.
- ability.
- Project organization chart.
- Project team resource management. Guidance on how to define, equip, manage and ultimately dismiss project team resources.
- Training.
- Team building. Ways to build a project team.
- Resource control.
- Recognition plan. What recognition and rewards will be given to team members and when.
For the management of the team, the project manager should make a resource management plan when planning, as the basic reference content for the future management of the team, especially the team resource management part and the approval plan part, these contents should not be in the middle of the project or It was decided temporarily at the later stage, but it was arranged early in the project and known to the team. Especially how to dismiss the team, how to reward and punish, will become the basis for the team to work with peace and stability.
Exercise
Example 7. At the final meeting of the project, a project manager of a weak matrix organization realized that the functional department manager failed to release part of the team resources of the completed activities of the project. What should the project manager do?
A. Talk to the functional manager and request the release of resources
B. Notify the supervisor of the problem
C. Request more resources from the project sponsor
D. Query the resource management plan and determine the corresponding measures
From the point of view, first of all, there are completed activities in the project. According to the title, the team resources of the completed activities should be released to the original department or outside. In the weak matrix organization, the project manager has no real power, and the functional manager manages the team. However, the functional manager has not released the team, and should view and remind the next step of how to disband and release the resources according to the basis of the resource management plan.
[Analysis]: Answer D. This question test plans the output of resource management-resource management plan (project team resource management). Project team resource management. Guidance on how to define, equip, manage and ultimately dismiss project team resources.
Example 8. Project team members will be rewarded for outstanding work and meeting project cost goals. The senior manager asks the project manager about the team members' availability and travel preferences. Where can project managers get the defined criteria and frequency of this reward?
A. Responsibility allocation matrix (RAM)
B. Project management plan
C. Disbandment plan
D. Resource management plan
This question is relatively simple, and the definition of recognition and reward is in the resource management plan.
[Analysis]: Answer D. This question tests planning resource management output-resource management plan (approved plan). Recognition plan. What recognition and rewards will be given to team members and when.
Team Charter:
The content of the team charter in PMBOK is as follows:
The team charter is a document that creates team values, consensus and work guidelines for the team. The team charter may include (but is not limited to):
- Team values;
- Communication guidelines;
- Decision criteria and process;
- Conflict handling process;
- Conference guide;
- Team consensus.
The team charter establishes clear expectations for the acceptable behavior of project team members. Recognizing and observing clear rules as early as possible helps reduce misunderstandings and improve productivity; discussing areas such as code of conduct, communication, decision-making, meeting etiquette, and team members can understand each other's important values. The team charter developed or participated in by the team can achieve the best results. All project team members share responsibility to ensure compliance with the rules stipulated in the team charter. The team charter can be reviewed and updated regularly to ensure that the team always understands the basic rules of the team and guides new members into the team.
According to the above description, the team charter basically includes the following two contents:
- Team values and consensus;
- Commonly agreed basic rules.
In fact, it is the team contract approved by the project team. Therefore, the values, basic rules, and discipline that appear in the team can be guided and referenced by the team charter (the basic rules will be explained in subsequent tasks).
Example 9. The project manager joins the matrix project team located in two countries, which have significant cultural differences. What should the project manager use to start the project?
A. Schedule a virtual project start-up meeting to introduce team members and determine the project scope and goals
B. Hold a kick-off meeting at the same location to cultivate relationships and establish expectations
C. Send an email to the team members to start the project and determine a date to hold the meeting at the same location for clarification of requirements
D. Develop motivation by distributing team charters and holding virtual start-up meetings
This question involves the cultural differences of the members of different countries, so working together needs to develop common values and reach a consensus on the team charter in order to focus the manager on the follow-up work instead of spending time on unnecessary communication and Coordination.
[Analysis]: Answer D. This question test planning resource management output-team charter. The team charter establishes clear expectations for the acceptable behavior of project team members. Recognizing and observing clear rules as early as possible helps reduce misunderstandings and improve productivity; discussing areas such as code of conduct, communication, decision-making, meeting etiquette, and team members can understand each other's important values. All project team members share responsibility to ensure compliance with the rules stipulated in the team charter. The team charter can be reviewed and updated regularly to ensure that the team always understands the basic rules of the team and guides new members into the team.
The above is a partial interpretation of the "Leadership Team" section
