[Project Management] PMP Exam Preparation Book - Chapter 3 "People"

Section 1: Overview

1. People involved in the project

There are often many people involved in a project, including project team members, colleagues in various functional departments within the organization, project investors, sponsors, customers/users, subcontractors, suppliers, etc. Only with reasonable participation and efficient allocation of the above roles can we create value, meet the expectations of all parties, and achieve the goals of the project.

Sponsor

We can understand the sponsor as the person who pays you to do the project. For example, when we do projects for clients, the client is the initiator; when the company engages in product development or management change projects, the boss is the initiator. In order to ensure the smooth implementation of the project, an organization with standardized project management often designates one or several company executives as the project initiator to provide resources for the project, remove obstacles and promote the success of the project on behalf of the organization. The project charter is signed and issued by the sponsor. If the project goal definition in the charter is wrong, the responsibility lies with the sponsor, and only the sponsor has the right to modify the charter. If the project fails, the loss is mainly borne by the sponsor.

Project Steering Committee ( Project Steering Committee )

The project steering committee is generally composed of senior leaders and senior experts who have resources and decision-making power in the organization, and is responsible for grasping the direction of the project and providing guidance and support.

Change Control Board ( CCB )

CCB is a permanent but not fixed formal group composed of project managers, customers, experts, project sponsors and other key project stakeholders or their representatives. Among them, "permanent" means that CCB exists in the whole process of the project; "non-fixed" means that in order to maintain its fairness, its personnel composition can be changed. "Formal" refers to the authority of the CCB to approve the change. The role of the CCB is to approve or reject change requests that affect the baseline.

Project Management Office (PMO)

The PMO is the department that standardizes project-related governance processes and facilitates the sharing of resources, methodologies, and technologies.

Functional Managers

A functional manager is the head of a functional department who provides resources (such as professionals) and support to the project.

Project stakeholders ( Stakeholders )

Project stakeholders are all parties involved in the project and those affected by the project. Although it is difficult to agree, one of the important goals of doing a project is to satisfy the stakeholders.

Project Manager (Project Manager)

A project manager is someone who marshals resources, develops plans, and leads the team to achieve project goals.

2. Project Manager

Project managers are critical to the success of projects. The role of the project manager is often compared to the conductor of a large-scale group, which has two meanings: first, only when the team has a project manager (like an orchestra has a conductor), can everyone form a unified understanding of the project goals. In order to work efficiently and collaboratively; second, the conductor of the orchestra is not necessarily proficient in a certain musical instrument, and the same is true for the project manager, who does not need to be proficient in a certain technology. His responsibilities are planning, organization, coordination, and guidance.

The project day manager is entrusted by the sponsor to organize resources, prepare plans, and lead the team to achieve the goal. This person should have professional planning and control skills, strong organizational coordination skills, rich knowledge reserves, outstanding communication skills, and excellent leadership!

(1) The role of the project manager

The project manager should show a professional side in front of the leader, such as the professional knowledge and skills of project management, so as to win the trust and authorization of the leader and carry out the work better.

When faced with experts in various fields in the team, the project manager must show excellent leadership skills and lead the team to achieve the goal smoothly.

Project management is both science and art. The project manager must not only master the scientific and rigorous hard skills such as critical path, three-point estimation, and earned value analysis, but also have the soft skills of communication, coordination, and team leadership, as shown in the figure

(2) The project manager shall play the following roles in the process of managing the project:

resource integrator

Whether it is professionals drawn from various departments within the organization, or a team of subcontractors and suppliers, the project manager needs to organize them to form an orderly and cooperative project team.

communicator

The project manager is also the maker of the communication rules in the project, the promoter of smooth communication, and the guarantor of the communication effect.

Atmosphere Creator

A high-performance team must be inseparable from a positive, healthy, friendly, and happy team atmosphere, and the project manager must be able to lead the team to create such an atmosphere.

decision makers

The project manager will face various choices and decisions in the project. For example, the project manager needs to choose among multiple solutions and make decisions on a large number of changes (not involving baselines) and conflicts. In short, the project manager should lead the team to make scientific decisions efficiently.

team leader

It is the core task of the project manager to become the backbone of the team, guide the direction for the team, and bring out a project team capable of fighting well.

(3) Scope of influence of the project manager

It is precisely because the project manager assumes many roles at the same time and must have intersections with many people, so the work of the project manager will affect many people, as shown in the figure.

As shown in the figure, the project manager is the hub of project communication, and the objects of influence include various functional departments, industries, professional fields and interdisciplinary stakeholders within the project team member organization.

project

The project is the main carrier for the project manager to carry out his work. The project manager does the work breakdown, schedule, cost budget, etc. for the project. Project managers need to maintain communication with project sponsors and work closely with team members to achieve goals.

organize

The project manager needs to abide by the rules and regulations of the organization, communicate with various functional managers and obtain various professional resources. Of course, the project manager must also ensure the consistency between the project and the organization's strategy and create business value for the organization.

industry

Project managers must not only be familiar with industry standards and norms, understand industry development trends, but also be good at using industry experience and data to obtain support and help from industry experts. At the same time, the process of project managers doing projects is also a process of accumulating and contributing good practices to the industry.

professional field

There are many professional fields involved in the project, and the project manager needs to understand the development trend of each professional field and obtain the support of knowledge and subject matter experts from various fields.

Let us illustrate the difference between industry and profession with an example. For example, the financial industry needs risk control, risk control is a major, and finance is an industry; real estate is an industry, and structure, HVAC, and gardening are all related majors.

cross field

Project management itself belongs to the field of management. Project managers can actively spread project management culture to members in other fields related to the project, impart project management knowledge, experience, tools, and methods, so that partners in various fields have the basic ability of project management , so as to improve the efficiency of team communication and cooperation.

(4) The ability of the project manager

The PMI talent triangle points out that project managers must possess three key skills: project management professional skills, strategic and business management skills, and leadership skills, as shown in the figure.

Project Management Professional Skills

Project management is a discipline that encompasses a comprehensive body of knowledge, tools, methods, and good practices. For example, identifying the critical path, compressing the construction period, optimizing resources, and doing earned value analysis are all important abilities based on scientific theories. Only when project managers are proficient in project management skills can they be busy and calm in the face of complex and changeable project scenarios. Take control of the whole project.

Strategic and business management skills

As a project manager, only by understanding the relationship between the enterprise's strategy and the project, and understanding the commercial value of the project to the end customer (user) stated by the project sponsor, can we gather the key objectives of the project, make correct decisions, and deliver results on time. Create greater business value.

Project managers not only need to manage the needs of stakeholders, communicate rationally with customers to determine project goals, but also have good financial management skills, negotiation skills and contract management skills, so as to better integrate the capabilities of subcontractors and suppliers to achieve win-win result.

leadership skills

Jack Welch said: "Before you are a leader, success is all about growing yourself; after you are a leader, success is all about making others grow."

As a leader, the project manager should relentlessly improve the team's capabilities, including:

• Coach and help team members build self-confidence and creativity
• Go deep into the middle of the team and convey positive motivation and optimism
• With honesty, transparency and harmony, build the team's sense of trust in themselves
• Have the courage to protect the team and dare to block requests beyond the team's capabilities
• Ability to remove obstacles that affect the state of work of the team
• Encourage team members to speak boldly, critically, and challenge authority
• Have the courage to take responsibility
• Persist in learning, be rigorous and self-disciplined, and be an example

(5) Career change of project manager

As shown in the figure, when a project manager is a technical expert, he spends 80% of his time dealing with technical issues and only 20% of his time communicating with others; after the transformation, the project manager should focus on management , 80% of the time is spent on communication, and 20% of the time is used to solve technical problems.

(6) "Project Manager" in Agile

Some people say that there is no project manager in an agile team! Let's take the Srum framework as an example (see figure) to see what roles are in an agile team.

scrum team

Scrum team is composed of product owner (Product Owner, PO), agile expert (Scrum Master) and development team, and is a cross-functional self-organizing team.

Cross-functional includes cross-professional and cross-field.

Inter-professional means that the team should include architecture, design, development, testing, operation and maintenance personnel, etc. Team members of different professions work together without handover between departments, and a product can be completed without relying on other departments or teams. For large-scale products involving collaborative development by multiple teams, the product owner should form teams around the product's value stream and product features as units to ensure that each Scrum team has all the expertise needed to deliver a product feature.

Cross-domain means that the team should include front-end, middleware, database and other personnel, and the delivery of a product increment by the team requires the cooperation and cooperation of personnel from multiple fields. If people in various fields belong to different teams, even if each team tries to do their own work well, because they cannot control the progress of other teams, they can only put their own work on hold and cannot deliver a complete product increment in time .

Situations where members wearing multiple hats join the team should be avoided as much as possible. If members cannot fully focus on working in a team, it will lead to a decline in the efficiency of the entire team. Moreover, members themselves switch tasks in the work of multiple projects, and this switching itself consumes a lot of energy.

The Scrum Master's responsibilities are as follows:

• Process Authority (Police) : Maintain the process of the Scrum team, ensure that the team abides by the work agreement, guide the team to practice agile values, principles, and practice Scrum.
• Eliminate Interference (Security) : Protect the team from outside interference, allowing the team to focus on the delivery of each Sprint.
• Remove obstacles (engineers) : Remove all obstacles that hinder the team's productivity, including the environment, equipment resources, etc.
• Demonstration guidance (coach) : Observe how the team operates Scrum, help team members form agile thinking patterns and behavior habits, improve agile practice capabilities, and be responsible for eliminating collaboration obstacles between the product owner and the development team, and between development team members, thereby Improve the communication efficiency of the team and enhance the overall effectiveness of the team.
• Servant leadership (nanny) : Servant leadership means that agile experts should lower their profile and serve the team wholeheartedly, allowing the team to create value in the project.
• Advocacy for change (lobbyist) : spread agile ideas and practices within the organization, and spare no effort to help the organization achieve agile transformation.

The Product Owner (PO) has the following responsibilities:

• The primary responsibility is to maximize the value of the product
• Build a product vision
• Plan product releases with internal and external stakeholders, teams
• Obtain requirements and feedback from external stakeholders (such as customers, users, etc.) and internal stakeholders
• Work closely with the development team, Agile experts to deliver the product
• Manage Product Backlog

From the Scrum Team roles above, we can see that the one closest to the Project Manager is the ScrunMaster. However, the Scrum Master is not a project manager in the traditional sense. Agile advocates self-organizing team Scrum Master is not a commander, but only helps and guides the team to reach a consensus. No matter whether team members are in the development process or in a meeting, they do not report to the Scrum Master, but share it with all team members.

Although there is no purely traditional project manager on an agile team, in fact, everyone on an agile team is a project manager.

3. Team

(1) Project management team and project team

As shown in the figure, we must distinguish between "project management team" and "project team", and the project management team is a subset of the project team. The members of the project management team include the project manager and the members who share the management work of the project manager. The work of the project management team includes cost analysis, schedule preparation, monitoring and evaluation, change control, etc., but does not include professional technical work such as design, development, and testing.

As shown in the figure, the project management team plus members who only do specific technical and business work is the project team. It should be noted that the project management team members in many organizations do not all do project management work full-time, they may also need to undertake technical or business work. For example, a designer on the team is likely to help the project manager with requirements analysis or maintenance kanban, and a test engineer may do man-hour estimation. The larger the project scale and the more project-oriented the organizational form is, the more likely the project management team members will be full-time. For example, in large-scale infrastructure construction projects, there are dozens or even hundreds of management team members who are purely planning and controlling. For small software projects, the project manager himself may wear several hats, managing the project and writing code at the same time.

(2) Teammates you need

Teammates can be divided into the following four types, as shown in the figure, the horizontal axis represents values ​​(character), and the vertical axis represents performance (ability).

• The teammate in the upper right corner : good character, strong ability, belongs to the "star teammate", everyone loves it.
• The teammate in the lower left corner : poor ability, poor character, belong to "dog teammate", everyone hates it.
• The teammate in the upper left corner : strong ability, but poor character, belongs to "wild dog teammate", everyone avoids it. The stronger this kind of teammate is, the more destructive it is, and it is often this kind of "wild dog teammate" that makes the team "overturn".
• Teammates in the lower right corner : Poor abilities, but good character, they belong to "rabbit teammates", it is best not to use them. Let the "rabbit teammates" bring newcomers, it is doomed that "one litter is not as good as one litter". Although the "rabbit teammate" looks very friendly, it lowers the overall ability of the team and makes the "star teammate" run away in anger. "Rabbit teammates" are often satisfied with the status quo and don't like to learn, so they are easy to become laggards.

Everyone wants "star teammates", but there are not so many, what should we do? This requires the team leader to be a "star teammate" first. The better the team leader, the stronger the compatibility. Such a leader can not only restrain some "wild dog" teammates, so that their evil side has no chance to release; it can also drive some "rabbit" teammates, so that they can learn and make progress.

(3) Self-organizing teams

The Agile Manifesto states that the best architectures, requirements, and designs emerge from self-organizing teams "Knowledge workers must manage themselves, they must have autonomy." Management guru Peter Drucker in his book In "21st Century Management Challenges".

As shown in the figure, in the power matrix, the more the team has its own responsibilities and the less the manager's responsibilities, the higher the team's self-organization. Self-organizing teams are more suitable for creative work, such as planning, designing, creating new product development and so on.

All self-organizing teams share the following characteristics:

• The direct opposite of centralized control, decentralized control is decentralized.
• Continuously adapt to changing circumstances.
• Structures that emerge naturally from local interactions.
• Effective feedback, including positive and negative comments.
• Resilience, the ability of a team to heal and adjust itself.

(4) Project teams in agile scenarios

The experience of building a high-performance agile team is as follows:

• Short-term overtime can temporarily increase productivity, but long-term overtime can actually reduce productivity, as shown in the figure. Therefore, team members should not work more than 40 hours per week, and mental workers should not exceed 35 hours.

• Go to work 8 hours a day, and only schedule 6 hours of work, because team members have time to think.
• Result (Outcome) is more important than output (Output), let team members create 1 outstanding function, not 10 dispensable functions.
• Team members should work full-time, not part-time, because switching costs are much higher than you might think.
• Teams need to work together.
• Keep the team lean, 7 soil and 2 people is the appropriate range, as shown in the picture. Too many people, the communication cost is too high; too few people, the ability to solve problems is limited. To master the "two pizza principle", if a pizza is not enough to feed a project team, then the team is too big.

4. Stakeholders

(1) Stakeholder management

Project stakeholder management includes identifying all people, groups or organizations that can affect or be affected by the project, analyzing stakeholders' expectations and influences on the project, and formulating appropriate management strategies to effectively mobilize stakeholders to participate in and support the project.

Stakeholder management also includes focusing on continuous communication with stakeholders, so as to dynamically understand changes in stakeholders' needs and expectations, solve problems that arise at any time, manage conflicts of interest, and promote stakeholders' reasonable participation in project decisions and activities.

Stakeholder satisfaction is a key project objective.

(2) Identify stakeholders

Stakeholders are the process of identifying individuals, groups or organizations that can affect project decisions, activities or results, and individuals, groups or organizations that are affected by project decisions, activities or results, and analyzing and recording their relevant information. This information includes their power, interests, attitudes, participation, and potential impact on project success. The main role of this process is to help the project manager establish appropriate focus on each stakeholder or stakeholder group.

(3) Identify dimensions of stakeholders

Stakeholders should be identified from the closeness of the relationship between the project and the stakeholder or the physical distance from near to far, as shown in the figure.

Stakeholders can also be identified from their characteristics (such as position, role, profession, etc.), as shown in the figure.

(4) Stakeholder analysis

As shown, stakeholder analysis is the systematic collection and analysis of various information in order to determine whose interests should be considered throughout the project. Through stakeholder analysis, stakeholder interests, expectations, and influences are identified and linked to project goals.

Stakeholder analysis helps the team understand the relationships of stakeholders to the project, and between stakeholders, in order to leverage these relationships to build alliances and partnerships that increase the likelihood of project success. At different times in the project or phase, different influences should be exerted on the relationship between stakeholders.

Section II: Principles

1. Effective stakeholder engagement

(1) Co-creation model

The development trend of stakeholder management is "co-creation". "Co-creation" is to take stakeholders who are affected by the project or have a prominent influence on the project as partners to build a community of value (including interests, careers, ideas, feelings, ideals, etc.), from past sales relationships, employment relationships, and even competitions. The relationship is transformed into a win-win and symbiotic relationship with the same direction, compatible concepts of interests, matching resources, and matching actions.

In today's era, the uncertainty of projects is becoming more and more prominent, and it is even more necessary for the project team and project stakeholders to fully communicate and continuously interact to form a co-creation model.

(2) Influence intensity and attitude of stakeholders

As shown in the figure, we scored stakeholders according to their influence and attitude. The higher the score, the stronger their influence and positive attitude.

If we call positive (supporting and pushing) stakeholders “angels,” then negative (returning and resisting) stakeholders are “devils.” The goal of stakeholder management is to turn the "devil" into an "angel", as shown in the figure.

Even if we can't turn the "devil" into an "angel", we should try to keep it neutral, because if there are too many "devils", the project will be difficult to move forward.

Stakeholder management experience tells us:

• If the "devil" can be converted into an "angel", then their support will be very powerful.
• The work of probating the "devil" cannot rely on the project manager alone, and the project manager should fully mobilize the strength of the "angel".
• "Co-creation" with stakeholders is the best choice to transform the competitive relationship and business relationship into a win-win relationship with the same direction and shared interests.
  
  

(3) Stakeholder power/interest matrix

As shown in the figure, the role of the stakeholder power-interest matrix is ​​to plan the way and frequency of interaction between the team and stakeholders according to the characteristics of the stakeholders. Particularly important stakeholders need to be fully cared for, and the team can better invest its limited energy in interacting with stakeholders according to priorities.

2. Be a diligent, respectful and caring steward

(1) Management and leadership

The difference between management and leadership is shown in the table below

(2) The leadership style of the project manager

The project manager's leadership style is as follows:

laissez-faire leadership

Laissez-faire leaders fully trust team members, encourage team members to set goals, plan plans, take actions, and pursue inaction.

transactional leadership

Transactional leaders emphasize clear rewards and punishments, words first, rewards for meritorious deeds, and clear rules that are strictly enforced.

servant leadership

Service-oriented leaders make team members grow and follow through meticulous care and thoughtful and meticulous service. Service-oriented leadership is also called "servant leadership". The leader is willing to be the "servant" of his subordinates, and try his best to meet the reasonable demands of his subordinates. The influence and prestige of the leaders, and in order to motivate employees to maximize their potential and work hard to achieve the common purpose of the enterprise.

For example, the top of the Starbucks value pyramid is the front-line employees wearing green aprons. Starbucks creates opportunities for employees to learn, grow, and develop. Starbucks' philosophy is that only by satisfying its employees can it satisfy its customers. Hidilao employees are proud to say that the leaders of the company serve us and we serve the guests. The secret to the success of Starbucks and Hailao is "putting employees first", and the chain of operation is "satisfying employees, satisfying customers and satisfying shareholders".

"Servant leadership" is advocated in agile teams, and the responsibility of Scrum Master is to serve team members well and let them create miracles.

transformational leadership

Transformational leadership focuses on organizational change, emphasizes collective strength, and leads the team to work together to make the organization better.

charismatic leadership

Charismatic leadership relies on the leader's professionalism and personality to influence and drive the team.

interactive leadership

Interactive leadership combines the characteristics of transactional, transformational, and charismatic leadership.

Different leadership styles will shape different corporate cultures, and different corporate cultures will profoundly affect the operating environment of the project.

3. Create a collaborative project team environment

A leader's behavior has a great influence on team members and how they collaborate with each other.

The five behavioral habits that great leaders share are as follows:

• Lead by example: Be clear about your values, align your actions with them, and set an example for others.
• Shared vision: looking forward to the future, imagining exciting possibilities; describing a common vision, and inspiring others to strive for the common vision.
• Challenge the status quo: Seek opportunities for improvement by taking the initiative and acquiring innovative approaches from the outside; experimenting and taking risks, achieving small successes, and learning by doing.
• Empowering People: Fosters collaboration by building trust and relationships, empowering team members by empowering them and empowering them to develop.
• Motivating: Recognize the contributions of others through recognition and celebrate value by creating a spirit of collectivism.

Through the analysis of nearly 3 million people around the world using the Leadership Practices Inventory (LPI) evaluation data, it can be seen that when leaders practice these five behaviors "very frequently" or "almost always", 95.8 % of direct reports were highly engaged; only 4.2% of direct reports were highly engaged when leaders "almost none or "occasionally" practiced the five behaviors.

Multiple regression analysis shows that the impact of employee's personality and organizational characteristics on employee engagement is less than 1%, while the impact of these five behaviors of leaders on employee engagement accounts for 40%. The behavior of leaders will fundamentally affect the work engagement of subordinates, which has nothing to do with the basic characteristics of subordinates (such as age, gender, education level, position, profession, etc.).

Many scholars have demonstrated that this conclusion holds regardless of the country, whether it is a public or private institution, whether it is a business, a school, a medical institution, a prison or a church.

Leader behavior is key to making the difference in explaining why employees work hard, are committed, take pride, and are productive.

Leaders who practice these 5 behaviors on a regular basis usually have the following performance results:

• Created high performing teams.
• Sales performance continued to grow, and customer satisfaction continued to improve.
• Employee loyalty and commitment are higher.
• Enhanced motivation and willingness of employees to work hard.
• Reduced the absenteeism rate, error rate and turnover rate of employees.
• Have a positive impact on recruitment.

In a 5-year survey, compared with companies whose leaders did not regularly practice these 5 behaviors, the growth of net profit of the former was higher than that of the latter. 18 times that of the former, and the stock price growth of the former is 3 times that of the latter.

4. Exhibit leadership behaviors

At present, more than 100,000 people around the world have participated in the Characteristic of Admired Leaders (CAL) test, and the testers selected the 7 most important qualities from the 20 respected leaders.

As shown in the table, the first 4 qualities are selected by more than 60% of the people. No matter which country they are in, these 4 qualities are at the top, and the rankings are the same. The remaining 16 qualities are in different countries and organizations. There was no noticeable change in ranking. This test has been going on for more than 30 years, and while the world has changed dramatically over the past 30 years, the most important qualities people value in leaders have not changed.

(1) honesty

Honesty is the foundation of trust. The foundation of building credible leadership is walking the talk. The following table reveals the impact of the leader's credibility on the team.

High reputation	low credibility
Proud to be a member of the organization	Feeling unsupported and unappreciated
have a strong team spirit	mainly driven by money
Perceive your own values ​​as aligned with those of the organization	Says good things about the organization in public and the opposite in private
attachment, loyalty to organization	Immediately consider changing jobs if the organization encounters a problem
have a sense of ownership	Work hard only under strict supervision

(2) Competent

Competence is the key to leadership. Only when the leader possesses the necessary abilities and qualities can the team build confidence and believe that following you can achieve the team's common goals; even if you encounter difficulties, you can also believe that you can lead everyone out of the predicament.

Competency is a diverse and comprehensive combination of capabilities; competency must be aimed at a specific position and match the needs of the position. For example, the competence of a project manager includes business technical ability, organizational coordination ability, plan control ability, conflict resolution ability, inspiration and motivation ability, etc., which are very comprehensive and professional.

Cultivating competency is a long-term and continuous process. Maintaining a learning state is the key, and there is no shortcut.

As shown in the figure, the Dunning-Kruger Effect (Dunning-Kruger Effect, referred to as the Duck effect) tells us that the cultivation of competence needs to go through the following four stages.

• The first stage : Often the more incapable people are, the more they feel that they are omnipotent. Such "confidence" is given by "who"? It is "ignorance"! As the saying goes, the ignorant has nothing.
• The second stage : really face the problem, and find that you "can't learn what you can't do, what you can't do what you can't do". At this stage, people's self-confidence collapses, they fall into the valley of despair, and finally know that they don't know.
• The third stage : Through continuous learning, people's cognitive boundaries begin to expand and self-confidence begins to be rebuilt. However, the more one knows, the more unknowns are discovered. At this stage, people acquire the ability to correctly understand themselves and begin to become rational and objective.
• The fourth stage : People internalize knowledge into their own abilities, excellence becomes their own habit, they don’t know how good they are, and they become true masters. People at this stage are very humble, because they realize how small they are in the vast ocean of knowledge.

American scholar Laurence Peter (Laurence Peter) came to a conclusion after researching the related phenomena of personnel promotion in organizations: an employee is always promoted to a position that he/she is not competent for, when he/she learns and communicates with When practice is gradually qualified for this position, it is promoted to a higher position that is not yet competent. This conclusion is known as the **Peter Principle**.

Competency often lags behind, and it is precisely because of this "not yet competent" position that employees have the pressure to be competent, so employees have no choice but to take the initiative to learn.

Competence in this era does not lie in how much knowledge you have acquired, but in the ability to acquire cognitive upgrades through the development of learning habits.

(3) Can inspire others

Leadership is not about illuminating others, it is about illuminating others. Helping others gain a sense of accomplishment and the joy of growth is what leaders should do, not showing off their abilities to others. Because the completion of the project is not a one-man show by the project manager, but the result of the joint efforts of all people.

"Almighty" leaders often fail to bring out excellent teams. No one would want to be surrounded by your halo forever. Your "excellence" makes them feel no sense of accomplishment or even the meaning of existence. Anyway, no matter how hard you try, you can always find faults; no matter what plan you make, it will be overturned by you, so it's up to you to do it. If things go on like this, employees will not take the initiative to take responsibility, will not do their best to complete their work, and will not find ways to solve difficulties.

Andrew Carnegie said: "He who wants to do everything himself, or takes credit for himself, cannot be a great leader!"

Showing your sharpness is just a little cleverness, but keeping a low profile is great wisdom, and taking the initiative to "show weakness" is to give others the opportunity to give others room to grow. Einstein said: "I never teach my pupils, I only try to provide conditions under which they can learn.

You need to understand the characteristics, strengths and emotions of each team member, give them appropriate opportunities (even if they make mistakes) and challenges, give them trust, necessary guidance and encouragement, and help them achieve small goals one by one. Because the growth of team members is also an important goal of project management.

(4) forward-looking

As the navigator of the team, you should see the direction and future farther and more accurately than others.

If Kodak can realize that digital cameras are the future, it will not be hanged on the tree of film; if Nokia can see that smartphones will dominate the world, it will not fall from the altar; if Intel can understand that mobile terminals are If it is the mainstream, it will not do nothing in the field of mobile phone chips. When this era abandons you, never say goodbye!

As a project manager, the grasp of customer needs, the identification of risks, the prediction of trends, and the dynamic adjustment of plans are all inseparable from forward-looking. Especially in this era of ever-changing technology and changing market conditions, project managers must have a keen sense of smell and super insight, so as to lead the team to clear the fog, avoid minefields, turn dangers into fortunes, and finally reach the destination .

Regarding how project managers can improve their forward-looking capabilities, I have the following three suggestions:

• solid knowledge accumulation
  • The ancient Greek philosopher Zeno once said: "Human knowledge is like a circle, inside the circle is the known, outside the circle is the unknown. The more you know, the bigger the circle, and the unknown you can know The more. This means that the more you know, the broader your vision and the stronger your ability to understand the world.
• Habit of attention to detail
  • Many times, attention to detail is the key to a project team's ultimate success. For example, when we are doing Internet product development projects, we should obtain market feedback as early as possible. Demands, risks, and trends are often hidden in the details of operational data.
• Believe in the power of experts
  • No matter how hard we study, we will definitely not be able to catch up with the speed of knowledge expansion. Project managers must learn to use external brains and regard professionals in project-related fields as important resources.
  • The reason why an expert can become an expert must be because he has focused on a certain field for a long time, and the cognitive depth and industry insight gained from it are difficult for others to match. Project managers should integrate the wisdom of experts in various fields to improve their forward-looking ability.

Everyone needs leadership, and everyone can have leadership.

Leadership is a habit that requires deliberate practice on your part.

Section 3: Tasks

1. Define the basic principles of the team

(1) Team Charter

Team Charter (Team Charter is a document jointly created by the team that contains team values, consensus, and work guidelines.

A team charter may include the following:

• team values
• communication guide
• Decision Criteria and Process
• conflict handling process
• Conference Guide
• Team consensus

From the beginning of the team formation, the project manager should discuss and determine the terms of the team charter with the team members, such as:

• There is a daily stand-up meeting at 11am every day.
• Stand-up meetings are no longer than 15 minutes.
• The meeting latecomer does 10 push-ups.
• If there is any disagreement, it must be put forward as soon as possible.
• The minority obeys the majority.

2. Building a team

Tuckerman Ladder Theory

The diagram below shows the five stages that team building usually goes through. Although these phases usually occur sequentially, it is not uncommon for teams to get stuck in a certain phase or regress to an earlier phase.

Project team building can also skip certain stages if the team members have worked together before.

Project Manager Roles and Responsibilities

The roles and responsibilities of the project manager in the team are as follows:

• Integrator resource integrator
• Communicator information communicator
• Climate Builder Creator of atmosphere
• Decision Maker decision maker
• Team leader the leader of the team

Project manager's leadership style at different stages of team development

• Formative stage : Team members have just joined the team and usually do not know much about the tasks and division of labor of the project. The project manager needs to directly and clearly specify the work content and requirements.
• Shock stage : conflicts easily break out among team members, and morale is low. Project managers should use their influence to guide the team out of the vortex of conflicts through mediation and mediation.
• Specification stage : Team members have begun to recognize each other and adapt to each other. The project manager should withdraw appropriately and participate when necessary, mainly to help and promote team building.
• Current performance : The team has cooperated tacitly. The project manager should fully trust the team, give more full authorization to the team members, and provide the necessary support for the team.

3. Leadership team

Leading a team has the following basic tasks.

(1) Set a clear vision and mission

As a team leader, the first task is to let the team members reach a consensus on the goal of struggle and the direction of their efforts. Otherwise, each team member will work according to their own understanding. Even if they work hard, it will be difficult to form a joint force. On the contrary, it will cause a lot of conflicts and waste of resources.

(2) Support diversity and inclusion

Each team member is an independent individual with different backgrounds, professions, experiences, habits, thoughts, emotions, and personalities. As a team leader, you should accept and respect the diversity of team members. Actively utilizing the diversity of team members is conducive to learning from each other and learning from each other, and is also conducive to creating a vibrant team atmosphere.

(3) Promote team growth

Promoting team growth includes building a fair environment, creating a positive and healthy culture and values, creating an atmosphere of respect and trust, establishing an effective incentive mechanism, and leading the team to challenge the status quo and continue to learn.

4. Manage Conflict

In a project environment, conflicts are inevitable. Sources of conflict include resource scarcity, schedule prioritization, and differences in individual work styles, among others. It is important to note that conflict can sometimes be beneficial, and successful conflict management can increase productivity and improve working relationships. The positive meaning of the conflict is as follows:

• Promote running-in and enhance understanding.
• Get inspired and boost your motivation.
• Expose problems and reduce risks.
• Accelerate decision-making and improve management.

Project managers don't have to panic when faced with conflicts. Many conflicts will fend for themselves without intervention. The project manager should observe whether the conflict is benign or malignant. Benign conflicts refer to "doing things wrong to people", and the conflicts still focus on the debate on ideas and methods for solving problems. The project manager does not need to rush to intervene in this regard, and can let the conflict develop naturally; if the conflict has developed to "do people wrong things" If you start swearing at each other and making personal attacks, that is a vicious conflict, and the project manager must intervene in time to avoid further deterioration of the conflict.

The five resolutions for conflicts are as follows:

(1) Withdraw/Avoid

Withdrawing from an actual or potential conflict, deferring the issue until it is more prepared, or deferring it to someone else, is a temporary solution to conflict.

(2) Ease/Accommodate (Smooth/Accommodate)

Dilute the differences between the two parties, pay attention to where the two parties agree, that is, seek common ground while reserving differences; or sacrifice one's own interests to satisfy the other party in order to maintain a harmonious relationship.

(3) Compromise/Reconciliation (Compromise/Reconcile)

Compromise means that both parties to the conflict make concessions through communication, so that the demands of all parties can be satisfied to a certain extent to temporarily or partially resolve the conflict.

(4) Force/Order ( Force/Direct )

Enforcing the views of the other at the expense of one. This approach is necessary when solving urgent problems.

(5) Cooperation/Solution (Collaborate/Solve)

Actively engage in dialogue with a cooperative attitude and seek ways to meet the demands of both parties. This is a win-win outcome and therefore the best approach.

The differences between the five conflict resolution methods are shown in the table.

Solution	feature	result	Influence
retreat/avoid	Set aside disputes, withdraw from conflict	no result yet	unresolved conflict
Easing/Accommodating	sacrifice one's interests	lose one win	Conflict Resolution, Possible Relapse
compromise / mediation	Make concessions and reach a settlement	lose one lose	acceptable, balanced
force/command	an emergency, to compel the other party to obey	win one lose	Affect unity, destroy atmosphere
cooperation/solution	Open and honest, reach a consensus	win one win	Completely resolved, everyone is happy

Depending on the urgency and importance of the conflict, we need to adopt different approaches to resolution. For example, if a conflict is both urgent and important, then a coercive/command approach should be taken to resolve it, as shown in the diagram.

5. Build consensus

Consensus building is the foundation and key to building a team. The most important obstacle affecting consensus is misunderstanding. To eliminate misunderstandings, you should first analyze the causes of misunderstandings, and then guide all parties to achieve acceptable goals. At the same time, you need a sense of ritual.

What are the necessary rituals?

For example, hold a formal kick-off meeting (Initiating Meeting) before the start of the project, at which the project manager is solemnly appointed and authorized in a standardized manner; a Kick-of Meeting is held before the plan is prepared and action is started; staged Acceptance; a summary commendation meeting will be held after the final delivery.

If agile development is adopted, each sprint cycle should hold sprint planning meetings, sprint review meetings, sprint review meetings, and daily stand-up meetings.

These necessary ceremonies help team members clarify their responsibilities and inspire a sense of mission, and are also conducive to the creation of a team atmosphere, allowing team members to better understand, tolerate, unite, collaborate, and support each other.

6. Virtual teams provide support

A virtual team refers to a team that has a common goal, but rarely or cannot meet, and is established through network communication. With the rapid development of network and communication technologies and the continuous maturity of team collaboration tools, virtual collaboration has become an important way of team collaboration. The difference between virtual teams and physical teams is shown in the table.

The advantages of virtual teams are as follows:

• Breaking through the limitations of regions on talents.
• Costs for travel, commuting, venues, etc. are reduced.
• More flexible usage for part-timers and gig workers.

The disadvantages of virtual teams are as follows:

• The communication efficiency is low and the communication effect is poor.
• Management is difficult, and standards are difficult to unify.
• Team trust is difficult to build, and problems are easy to accumulate.

Advice for virtual teams is as follows:

• Clear rules: clear team charter and talent echelon, dynamic metabolism model, open, fair and just evaluation and reward and punishment system.
• Standard process: standardized workflow, standardized process docking, and the team uses a unified handover template and standards.
• Specific tasks: The granularity of work breakdown is fine enough, and the tasks are clear, clear, specific, and unambiguous.
• Appropriate tools: Use information tools such as video conferencing and collaboration systems that are generally accepted by team members.
• Democratic mechanism: Encourage team members to actively discover problems and raise them in a timely manner. When there are differences, democratic voting is given priority.
• Active interaction: The team has an efficient communication mechanism and a quick response mechanism. Team members can freely make appointments for one-on-one discussions or initiate online meetings. Online meetings have audio and video recordings, meeting minutes, and clear resolutions.
• Adequate reserve: reserve sufficient schedule, cost reserve, and senior technical talent reserve (fire brigade).
• Timely review: Hold team review meetings every week to discover problems in time and make continuous improvements.

We can continuously evaluate the effectiveness of virtual team member engagement in the following ways:

• Open and transparent project progress: such as project achievements, deviations, difficulties encountered, and improvement measures.
• Regular and standardized review and summary: including harvested experience and lessons, optimized ideas and methods, and team progress and growth.
• Equal and enthusiastic care and assistance: such as making dynamic and humanized task arrangements, discussing status and experience one-on-one, overcoming work obstacles through brainstorming, and formulating flexible and active team building plans.
• Timely and effective tracking and early warning: including identifying and evaluating risk levels in advance, setting up a clear and clear early warning mechanism, everyone participating in the discovery of hidden risks, and scientifically setting up reserves and emergency plans.

7. Use emotional intelligence to improve team performance

EQ contains many connotations, and the following four indicators can be used to test the approximate level of EQ:

• The ability to perceive the emotions of others.
• The ability to control one's emotions.
• A willingness to pay attention to the emotions of others.
• The ability to affect the emotions of others.

The famous American psychologist Daniel Goleman (Daniel Goleman) once explained in the book "Emotional Intelligence" (Emotional Intelligence) how EQ affects our life: "The degree to which you make people comfortable determines what you can achieve. high.

As the table shows, low EQ and high EQ often display opposite characteristics.

How can emotional intelligence be used to improve team performance?

First of all, we should respect differences and not simply use the only standard to evaluate and demand team members. Only by respecting differences, matching suitable positions and tasks for each team member in a humane manner, and making use of strengths and avoiding weaknesses, can each team member play a greater role.

Second, we should pay attention to the work experience of team members. A person's creativity is often fully stimulated in a safe, trusting, and relaxed atmosphere, so the work experience of team members is particularly important. In addition to providing employees with beautiful and comfortable working conditions and a warm and comfortable working atmosphere, some companies also allow employees to set aside 15% to 20% of their time each week for themselves, and even specifically require employees to use this time to think about things that have nothing to do with work. In this way, employees can fully relax and enhance the experience. This approach has achieved unexpected results, the creativity of employees has been released, and work performance has been improved.

Specific suggestions to improve the work experience of team members and stimulate their creativity are as follows:

• Give full respect and trust.
• Create an atmosphere of equality and democracy.
• Set meaningful visions and challenging goals.
• Enhance the team's sense of belonging and provide effective guidance.
• Continuous recognition and effective motivation.

8. Support team performance

(1) Participation and feedback

Allowing team members to fully participate in the entire process of project management, such as demand analysis, program discussion, and plan preparation, not only helps team members have a deeper and more comprehensive understanding of work tasks, but also helps to brainstorm and exert the collective wisdom of the team. It is conducive to mobilizing the sense of participation, responsibility and mission of team members. During the work process, providing timely and professional feedback to team members will help team members discover deviations earlier, adjust working methods in a timely manner, optimize work efficiency, and always maintain confidence in achieving goals.

(2) Support the growth and development of team members

One of the criteria for project success is to cultivate people. Therefore, we should provide team members with opportunities to learn, progress, grow and develop through projects. For example:

• Work with team members to plan learning and development goals and implementation plans during the project.
• Provide opportunities and conditions for the growth and development of team members as much as possible.
• Arrange challenging tasks for team members and provide support and help.
• Lead team members to change the status quo, create a learning atmosphere, and encourage communication and sharing.
• Regularly review and analyze the achievements and progress with team members, optimize and adjust the development plan.

9. Address obstacles, impediments, and blockers your team faces

The team often encounters various obstacles, hindrances, and obstacles that affect the development of the team. Team members should identify and evaluate the obstacles faced by the team in a timely manner, carefully discuss ways to eliminate these obstacles, and take active actions to eliminate them.

Afterwards, it should be reviewed in time to evaluate the effectiveness of the elimination method and summarize experience and lessons.

10. Empower Team Members and Stakeholders

(1) RACI matrix

The RACI matrix is ​​a type of Responsibility Allocation Matrix (RAM). Responsibility assignment matrix is ​​often used to represent the relationship between work packages and various roles, while RACI matrix is ​​often used to represent the relationship between activities and each specific team member.

As shown in the figure, the RACI matrix can help the team to be accountable.

(2) Dynamically adjust the level of authorization

Authorization to team members and stakeholders can not only fully mobilize the enthusiasm and initiative of the authorized person, but also greatly reduce communication costs and management pressure, and at the same time allow the authorized person to gain a sense of trust, which is conducive to the harmony of the relationship. It should be noted that we should dynamically adjust the authorization level according to the actual performance of the project and changes in the environment. For example, if the defect rate rises, the frequency of inspections must be increased in time; Actions to correct schedule deviations.

Some managers have achieved a good team incentive effect by adjusting the level of authorization. The rules they set for everyone are that if the task is completed as planned, the weekly report can be adjusted to every two weeks; if the individual progress is more than 15% behind, Then not only the weekly report must be submitted, but also the daily report. In this way, in order to save the energy of writing a large number of weekly reports and daily reports, team members work harder, thus ensuring the consistency of progress and plan.

11. Ensure team members and stakeholders receive proper training

Responsibility for training

Who is responsible for the training of team members? This question is often tested in the PMP exam. In fact, all kinds of managers are responsible for training. They need to perform their duties and clarify their respective division of labor, as shown in the table.

As a manager, one should always realize that training itself is a part of the job. Training is a way of passing on experience, which not only provides a stage for trainers to realize value, but also provides opportunities for trainees to empower themselves. Good and sufficient training opportunities are the guarantee for the rapid growth of team members and an important condition for attracting talents.

Excellent companies attach great importance to training, and often the higher the level of managers, the higher the proportion of training time for subordinates in their work. Only in this way can they create a learning organization and continuously attract and train excellent talents.

12. Collaborate with stakeholders

(1) Manage stakeholders

There are many stakeholders in the project, and the needs are varied, and it is often difficult to adjust. If we blindly and unconditionally meet the needs of stakeholders, not only will the project direction be vacillating, the scope will be out of control, the team will be at a loss, and the project will fall into the abyss of destruction. Of course, the needs of stakeholders cannot be simply rejected.

It is necessary to manage the needs of stakeholders in an orderly, effective and measured manner, such as:

• Determine the requirements review process and decision-making mechanism in advance, and obtain the consent of stakeholders.
• When conducting demand review, comprehensively consider factors such as value, cost, progress, technology, quality, and risk.
• Strictly follow the requirements review process and decision-making mechanism to form objective conclusions and leave complete records.
• Everything is based on the principle of delivering value, and the needs that can create significant value for customers/users are given priority.

(2) Stakeholder Register

The stakeholder information recorded in the stakeholder register is as follows:

Basic information: name, position, project role, address, contact information.

Evaluate information: main needs, main expectations, potential impact on the project, which phase is most relevant.

13. Negotiate the project agreement

(1) Reach a consensus on the project goals through negotiation

The purpose of negotiation is to achieve consensus. Through negotiation, both parties fully exchange views, analyze pros and cons, sort out priorities, and finally reach a consensus on project goals.

(2) Facing differences openly and honestly

It is very common for stakeholders to have disagreements on project goals. We should not deliberately avoid them because of face or pressure, because the sooner the differences are exposed, the less difficult it is to solve and the lower the cost. Obviously having different opinions but not expressing them will only plant hidden dangers for the outbreak of conflicts in the future. Therefore, both parties who have differences should express their views and appeals actively and objectively in an open and honest manner, and resolve differences in advance through conflict management techniques to reach a consensus goal.

14. Mentor relevant stakeholders

(1) Influence direction of stakeholders

As shown in the figure, the project manager of the "Learning from the West" project is "Tang Seng", who is influenced by stakeholders from different directions.

According to the influence of stakeholders on different directions of project work or project team itself, we can divide stakeholders into the following types.

• Upwards: Clients, project sponsors, and top management of project steering committees.
• Downward: Team members, persons or experts who contribute knowledge or skills on an ad hoc basis.
• Outward: Stakeholder groups and their representatives outside the project team, such as suppliers, end users, and regulators.
• Horizontal: The project manager's peers, such as other project managers or functional managers, compete with the project manager for scarce project resources and cooperate to share resources and information.

(2) Situational leadership

Situational leadership was proposed by American behaviorist Dr. Paul Hersey in his book "The Situational Leader".

Paul believes that leaders should change with organizational environment and individual changes, and there are five main ideas in it.

• Leaders should change their leadership style and management style as the organizational environment and individuals change.
• Leaders have to play both the role of manager and leader. He is a leader first and a manager second.
• The leader's behavior must match the readiness of the led to achieve good results.
• Four different leadership styles can be adopted for different levels of readiness of the led.
  • Directive: More directive behavior and less supportive behavior.
  • Coaching type: more instructive behaviors and more supportive behaviors.
  • Supportive: Less directive behavior and more supportive behavior.
  • Empowering: Less directive behavior and less supportive behavior.

• Leadership is execution.

Situational leadership theory emphasizes the following:

Shift from focusing on the leader himself to focusing on the situation of the led

Many leadership theories emphasize the leader's own factors. Situational leadership theory shifts the focus to the situation of the leader, and requires the leader's leadership style to change with the environment and the situation of the leader. This is an objective, pragmatic, and down-to-earth leadership style that is easier to be led. accept.

Abandon black and white binary thinking

Black and white thinking is common in management. For example, the leader's requirement for employees is to either do it or leave! When evaluating employees, the leader said, this person is good, that person is not good! Situational leadership theory emphasizes finding other colors (such as gray or green) between black and white or outside black and white.

Leaders need to respect the differences between people, recognize that it takes a process for employees to be qualified for their positions, and the confidence and willingness of employees need to be stimulated and mobilized, and realize that "there are no mediocre talents in the world, only misplaced talents." Therefore, it is the leader's responsibility to help employees find suitable positions, and to support and encourage them to be qualified.

Section IV: Performance

1. Stakeholder engagement and evaluation

(1) Stakeholder Engagement Evaluation Matrix

Throughout the project life cycle, stakeholder participation is critical to the success of the project. Stakeholder participation can be broken down into the following categories:

• Don't Know: Don't know about the project and potential impacts.
• Resist: Be aware of the project and its potential impact, and resist change.
• Neutral: Aware of the project and its potential impact, neither for nor against it.
• Support: Be aware of the project and potential impact, and support changes.
• Leadership: Knows the project and its potential impact, and is actively committed to ensuring the success of the project.

We should compare the current engagement of all stakeholders with the planned engagement (the engagement required for the project to succeed).

As shown, the project team can document the current level of stakeholder engagement and the level of engagement required for project success in the stakeholder engagement assessment matrix. Among them, C represents the current participation of stakeholders, and D represents the required participation of the project. The project team should determine the level of stakeholder engagement required for the current phase of the project based on the information available.

Through analysis, the project team can identify gaps between the current level of stakeholder engagement and the level of engagement required for project success. Project teams can use expert judgment to develop action and communication options to close the aforementioned gaps.

2. Stakeholder Satisfaction Evaluation

Stakeholder satisfaction is the main goal of project success. During the project management process, efforts should be made to achieve this goal to satisfy stakeholders. Feedback from stakeholders can be sought from the following aspects:

• Deliverables
• demand response
• work efficiency
• professional level
• conflict handling
• communication and collaboration

Stakeholder satisfaction evaluation should be comprehensive and objective. The efforts of the team should not be completely negated because of the non-objective and fair evaluation of individual stakeholders, and the achievements of the team should not be exaggerated because of the praise of individual stakeholders.

3. Leadership Assessment

The 8 dimensions of leadership assessment are as follows:

• Build Trust: Emphasizes the relationship between leaders and team members. Trust is the foundation of everything. Leaders need to build a trusting, intimate relationship with their teams, which is the cornerstone of doing work and achieving goals.
• Active listening: Be able to openly listen to the voices and ideas of employees, and let go of self-prejudices and inherent concepts.
• Open the vision: Emphasize that leaders lead the team to be results-oriented, and start with the end in mind to clarify goals and directions, thereby stimulating the team's ability to look forward to the future.
• Stimulate motivation: Stimulate the internal motivation of the team. The special emphasis here is "internal motivation", rather than relying on external salary, position, etc. to motivate employees.
• Inspiration and Creation: By asking questions, the team's creativity and ability to solve problems are stimulated, instead of the leader thinking of answers and finding solutions for everything.
• Promote action: Promote employees to automatically and spontaneously find action plans and commit to implement them.
• Management progress: Continue to follow up the work progress of employees until the project results are obtained.
• Express appreciation: be able to appreciate and express gratitude to employees in a timely, sincere and effective manner.

Different leadership development systems have different summaries in terms of specific performance dimensions, and you can choose according to your own company and team situation.

4. Team performance evaluation

With the development of project team building (such as training, centralized office, etc.), the project management team should evaluate the effectiveness of the project team to identify effective team building strategies and activities to improve team performance.

The indicators for evaluating team effectiveness are as follows.

• Improvement of individual skills: Team members are able to complete work tasks more effectively.
• Improvement of the overall ability of the team: Team members cooperate more tacitly and are more efficient.
• Reduced turnover of team members: Team morale improved.
• Enhanced team cohesion: For example, team members actively share information and experiences and help each other.

By evaluating team performance, the project management team is able to identify special training, coaching, coaching, assistance, or changes needed by the project team; it can also identify suitable individuals to implement and implement the improvement recommendations obtained during the performance evaluation process .

In the PMP exam, you need to pay attention to the difference between team performance evaluation and project performance evaluation, as shown in the table.

	Team Performance Evaluation	Project Performance Evaluation
object	People: Project Team	Things: Project progress, cost and other indicators
standard	team effectiveness	Plan fit
process group	Execution process group	Monitoring Process Group
method	retrospective meeting	earned value analysis

Effective project teams and ineffective project teams

Whether team building is effective, you can refer to the table to compare and analyze the characteristics of effective project teams and ineffective project teams.

	effective project team	invalid project team
Target	have a common goal	Everyone's understanding of the goal is inconsistent
solidarity	like to work together and help each other	repel each other, fight alone
division of labor	Clear division of labor and complementary advantages	Responsibilities are unclear, specialties are duplicated or absent
Cohesion	Strong cohesion and mutual trust	conflict and unhealthy competition
communicate	Smooth communication and active sharing	There are barriers to communication and meetings are not productive
performance	Always achieve goals according to plan	Encountered setbacks and carried out indifferent counter-work
Performance	1+1>2	1+1<2

5. Team growth assessment

The indicators for team growth evaluation are as follows:

• Respect and appreciate each other.
• Continue to learn and challenge the status quo.
• Open and honest, share weal and woe.
• Complementary advantages to achieve each other.