e

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LESSON 4

LEAD THE
or
PROJECT TEAM
e
• Craft Your Leadership Skills
•
at

Create a Collaborative Project

Team Environment
• Empower the Team
lic

• Support Team Member

Performance
• Communicate and Collaborate
with Stakeholders
up

• Training, Coaching and

Mentoring
• Manage Conflict
D

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Learning Objectives

is
D
• Discuss the guidelines for developing leadership competencies and skills.
or
• Address leadership styles, and the components of leading a successful
team, either in person or virtually.
• Describe artifacts and the strategies for their use.
e
• Identify the characteristics and core functions of empowered teams.
• Explain strategies and forms of communication for collaborating in a project
at

team environment.
• Learn the value of training, coaching and mentoring for a team.
lic

• Explain the importance of conflict management.

• Discuss the causes and levels of conflict and their outcomes.
up
D

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D
or
e
Craft Your Leadership Skills
at

TOPIC A
lic
up
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Power Skills

D
Project professionals use interpersonal
“power skills,” including collaborative
leadership, communication, an innovative
or
mindset, for-purpose orientation and
e
empathy.
at

Teams with these skills can maintain

influence with a variety of stakeholders — a
lic

critical component for making change.

up
D

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Guidelines for
Developing

D
Inclusive
Leadership
Competencies or
• Tailor your leadership approach and style
e
• Lead with empathy
at

• Understand that motivations and working styles vary

• Maintain transparency and openness to build trust
lic

• Ensure external resources are included

up
D

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Leadership Skills &
Competencies

D
• Communication
•
•
•
Conflict management​
Critical thinking
Cultural awareness​
or
• Decision-making​
e
• Emotional Intelligence Technique (EQ or EI)
at

• Ethical approach (PMI Code of Ethics and

Professional Conduct)
• Expert judgment
lic

• Facilitation​
• Meeting management​
• Negotiation​
up

• Networking​
• Team-building​
D

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Interpersonal and Team
Skills

D
• Active listening
• Communications styles assessment
or
• Emotional intelligence
e
• Influencing
at

• Motivation
• Nominal group technique
lic

• Political awareness
• Transparency
up
D

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Leadership
Styles

D
Style Characteristic
Tailoring
Considerations Direct or
Hierarchical, with project manager making all decisions

• Experience with Consultative Leader factors in opinions, but makes the decisions
e
project type
Servant
at

• Team member maturity Leader models desired behaviors

Leadership
• Organizational
lic

Consensus/
governance structures Team operates autonomously
Collaborative
• Distributed project
teams Situational Style changes to fit context and maturity/experience of
up

team
D

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Leadership ≠

is
Management

D
Leadership - Guiding the team by using discussion and an exchange of
ideas or
Management - Directing actions using a prescribed set of behaviors
e
at

• Adapt leadership style to situations and stakeholders

• Be aware of individual and team aims and working relationships

lic

• Use political awareness and emotional intelligence

up
D

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Servant Leadership*

D
• Facilitate rather than manage
• Provide coaching and training
or
• Remove work impediments
e
• Focus on accomplishments
at

• Encourage every team member to be a

servant leader
lic
up
D

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Adopt a
Growth Mindset*

D
• Let past experiences and processes
provide guidance for, but not dictate,
your actions
or
• Commit to continuously improve and
e
innovate, to find new ideas and
at

perspectives
• Discover the best approach through
lic

discussion and introspection

• Avoid complacency and blind
acceptance
up
D

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Team-Building

D
• Cohesion and solidarity help teams perform
better.

• Good leadership facilitates bonding between

project team members.
or
• Team-building activities build unity, trust,
e
empathy and focus on the team over the
at

individual. They can be:

• Formal or informal
lic

• Brief or extended
• Facilitated by yourself or a professional
facilitator
up

Can you share an example of

a positive team-building
D

experience? Copyright 2023©

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Tuckman Stages of Team Development

is
D
Forming Team members meet and begin to trust one another.

Storming
or
Team members begin to assert themselves and
take control of emerging issues.
e
Team begins to work productively, without worrying about
at

Norming
personal acceptance or control issues.
lic

Team is working at optimum productivity and is collaborating

Performing
easily, communicating freely, and solving its own conflicts.
up

Adjourning
Team members complete their assigned work and shift to
the next project or assigned task.
Source: Dr Bruce Tuckman
D

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Balance Team
Tone with

D
Sense of
TONE URGENCY
Urgency

and engagement
or
• Use fluid communication • Emphasize the project's vision
and value
e
• Promote positive • Commit to and be accountable
at

interactions for delivering value

• Envision team as active

lic

participant in delivering the

organization’s strategic vision
up
D

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Virtual Team Member
Engagement

D
• Manage engagement by focusing on:
• Team dynamics
• Transparency
or
• Accountability
e
• Attention to effective communication

• Use and adapt videoconferencing tools

at

• Check for active participation, assess

lic

body language and tone

• Enable visibility of work and work status
with tools (e.g., Kanban-style boards)
up
D

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Virtual Team
Best Practices

D
• Manage risk of “feeling isolated”
• Focus on shared commitments and
or
team goals vs. individual
accomplishments
e
• Instill a sense of shared commitment
at
lic
up
D

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ECO Coverage

D
1.2 Lead a team

• Value servant leadership (e.g., relate the tenets

of servant leadership to the team) (1.2.3)
or
• Determine an appropriate leadership style
e
(e.g., directive, collaborative) (1.2.4)
at

• Distinguish various options to lead various

lic

team members and stakeholders (1.2.7)

1.11 Engage and support virtual teams

up

• Implement options for virtual team member

engagement (1.11.3)
D

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D
or
Create a Collaborative Project
e
Team Environment
at

TOPIC B
lic
up
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Where and How the Team
Works

D
• Colocation, if possible, is best!
• Factor in environment and location to
team performance
or
• Foster meaningful interaction to
e
support autonomy
at

• Respect agreed team working hours and

practices (ground rules)
lic
up
D

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“Agile” Space

is
for Hybrid

D
Teams
or
Create a team space that encourages colocation, collaboration,
communication, transparency and visibility
e
at

Ensure private spaces for those who

need to work in solitude.
lic
up
D

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Work
Information

D
Management Project Management Artifacts Management
Information System (PMIS) Systems
Systems
or
• Gather, integrate and share Store and maintain project
project data artifacts
e
• Ensure consistency in
at

collection and reporting

lic

• Microsoft SharePoint or
Microsoft Project or similar Teams
up

• Google Drive
D

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Importance of Artifacts

is
D
or
e
at
lic

Artifacts enable reconstruction of Project teams create and

the history of the project and to maintain many artifacts
benefit other projects. during the life of the project.
up
D

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Information Storage
and Distribution

D
Good Practices

• Select an accessible location

or
• Use information radiators to make work
e
visible
at

• The storage and distribution system

should match the complexity of the
project
lic

• Use cloud-based systems for larger

projects, especially if team members are
up

geographically distributed
D

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Standardize Artifacts
What to Include

D
• A simple way to produce and control
documents
or
• Standardized formats and templates
e
• A structured process for the review and
approval of documents
at

• Version control and security

lic

• Timely distribution of documents

up
D

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Tailor Artifacts

D
• Project management • Project management plan
plan

• Project charter
or • Product roadmap

• Task boards
• Change requests
e
These lists are typical, • Experiments
• Scope baseline
at

not exclusive or • Product backlog

prescriptive.
• Schedule baseline
• Sprint backlog
lic

Tailor the artifact type

• Cost baseline
and use to your project.
• Subsidiary project
up

management plans
D

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Maintain
Artifacts

D
Configuration management plan
or
• Project management plan component
• States how project information (and which items) will be recorded
and updated
• Facilitates consistency of the product, service or result of the
e
project and/or operability
at
lic

Configuration management system - How a project manager

tracks project artifacts and monitors, and controls changes to them
up
D

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Version
Control*

D
This is a subset of configuration management related to documents and
or
digital record keeping.

For each update, include:

e
• A new version number
at

• A date/time stamp
• Name of user who made the changes
lic

Apply version control to all artifacts, especially

up

important ones, like the project management plan.

D

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ECO Coverage

D
2.12 Manage project artifacts
or
• Determine the requirements (what, when,
e
where, who) for managing the project
at

artifacts (2.12.1)

• Validate that the project information is kept

lic

up to date (i.e., version control) and

accessible to all stakeholders (2.12.2)
up
D

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D
or
e
Empower the Team
at

TOPIC C
lic
up
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Empower Teams with EI and Fluid Communication

is
D
In 2016, “After years of analysing interviews and data from more
or
than 100 teams, [Google researchers] found that the drivers of
effective team performance are the group’s average level
e
at

of emotional intelligence and a high degree of

communication between members.”
lic
up
D

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Empowerment, Unity,
Autonomy

D
• Empower teams to feel a sense of ownership
of work, make decisions collaboratively and
share responsibility
or
• Prioritize team unity over individual
e
contributions
at

• Grant autonomy to teams to show trust,

inspire and boost productivity
lic

Goal - Team recognizes their power and

influence. As an empowered, cohesive unit, they
depend on each other to make decisions and
up

solve problems to deliver desired value quickly.

D

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Support Diversity, Equity
& Inclusion (DE&I)

D
• Empower teams as a cohesive unit, but
respect individuals

• Create an environment that

or
acknowledges diversity in a positive way
e
and builds mutual trust by:
at

• Following organizational or other

relevant standards for DE&I
lic

• Supporting trust- and morale-

building initiatives
up

• Fostering a collaborative culture

• Acting and leading with empathy
D

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Create
Psychological

D
Safety and
Embrace Psychological safety is a psychosocial condition, required for high-
Diversity or
performing project teams.

Team members should be comfortable being themselves at work.

e
at

Healthy work settings:

• Embrace diversity
lic

• Are built on trust and mutual respect

• Ensure ethical decision-making
up
D

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Motivational Theories/
Approaches

D
• Maslow’s Hierarchy of Needs
• Herzberg’s Motivation-Hygiene Theory
or
• McGregor’s Theory X and Y
e
• McClelland’s Achievement Motivation
at

Theory
lic
up
D

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Maslow’s Hierarchy of Needs

is
D
S E L F - A C T U A L I Z AT I O N
or
ESTEEM
e
at

BELONGING
lic

SAFETY
up

PHYSIOLOGICAL
D

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Herzberg’s Motivation-Hygiene Theory

is
aka Two-Factor Theory

D
HYGIENE
FAC TO R S or
M O T I VAT O R S
e
at
lic
up
D

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McGregor’s

is
Theory X and

D
Theory Y
Theory X Theory Y
or
(authoritarian) (participative)

• Workers dislike and avoid work • People want to be active

e
Theory X managers
are often called “old- • People avoid increased • Workers seek job satisfaction
at

fashioned,” but can responsibility

• They do not require direction
you think of a modern
• People need to be directed
lic

context in which this

management style is
helpful?
up
D

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McClelland’s Achievement Motivation Theory

is
D
ACHIEVEMENT
An individual’s needs are shaped by life
experiences in three areas; one becomes
dominant:
or
e
• Use this information to influence goal setting,
feedback and motivation/reward systems
at

• Design or craft roles around team member

lic

strengths

• Identify need for balance to create

up

T-shaped people and high-performing A F F I L I AT I O N POWER

project teams
D

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Uphold Team
Charter and CHECKLIST

D
Ground Rules • Are the rules visible?

• Do any rules need updating because of changing circumstances?

or
• Are new team members inducted properly?

Team goes through the “forming” stage after any change

e
at

• Has a ground rule been violated or broken?

• Ensure the appropriate response

lic

• Remind about mutual agreement

• Coach team members

up

• Use servant leadership

• Save harsh disciplinary action for severe violations

D

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Use Rewards REWARDS RECOGNITION
and

D
Recognition • Tangible, consumable items • Intangible, experiential event

• For a specific outcome or • Acknowledge person’s behavior

achievement or
• Use to motivate toward a
rather than an outcome

• Use to increase recipient’s

specific outcome feeling of appreciation
e
• Never reward without • Can be given without a reward
at

recognition!
lic

Be transparent and judicious when using rewards and

up

recognition. Monitor for any negative effects resulting

from misplaced competitiveness or animosity.
D

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Decision-Making
Empower the Team to Act

D
• Team charter identifies decision-making
and conflict resolution criteria
or
• Teams establish their own norms or Way
e
of Working (WoW) for making decisions
at

and conflict resolution

• Teams always try to achieve consensus
lic
up
D

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Decision-
Making:

D
Opportunities to Activities
Empower the
• Clarify and prioritize requirements or user stories
Team or
• Split requirements into tasks

• Estimate effort
e
at

Can you think of other Risks

challenges that can be
lic

• Classification
addressed by team
decision-making? • Response/action
up
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Decision-Making Methods

is
D
• Collective decision-making and assessment
Voting • Determines several alternatives, with future actions as the
Consensus-driven, based on
data
or
expected outcome
• Use to generate, classify, and prioritize product
requirements
e
• Method - Establish criteria in decision matrix – e.g. risk
at

Multicriteria decision analysis levels, uncertainty and valuation

Data-driven • Uses a systematic, analytical approach
• Evaluate and rank many ideas
lic

Autocratic decision making

Leadership-driven, based on One team member decides for the group.
up

data
D

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Decision-Making Methods

is
Voting

D
UNANIMITY
or
Everyone agrees on a single course of action. Useful in project teams
with great cohesion.
Example: Delphi technique
e
Voting methods
MAJORITY to reach consensus
at

Decision reached with > 50% of group support

• Fist of Five
Create groups of an uneven number of participants to ensure decisions
• Planning poker
lic

are made and avoid tie votes/draws! • Dot voting

• Roman voting (thumbs)
PLURALITY • Polling
up

Decision reached with largest block in a group deciding, even if majority

is not achieved. Use this method when more than two options are
nominated.
D

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Display Task
Accountability

D
Keep work and progress visible to
demonstrate transparency of work
completed.
or To do
Buffer
Doing

Working Done
Review Done

• WBS dictionaries and work Invite people to my

Change user settings Create mockup Kanban
e
Kanban board board
package descriptions document
tasks and the assignee Make a real Kanban Web page needs
at

board updating

• RACI charts display roles and Put new items on my

Kanban board
responsibilities
lic

Encourage team members to self- Check out latest updates

organize continuously in determining

accountability standards.
up

*Kanban board mockup

[
D

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is
ECO Coverage

D
1.2 Lead a team

• Support diversity and inclusion (e.g., behavior

or
types, thought process) (1.2.2)
e
• Inspire, motivate, and influence team
at

members/stakeholders (e.g., team contract,

social contract, reward system) (1.2.5)
lic

1.4 Empower team members and stakeholders

• Determine and bestow level(s) of decision-

up

making authority (1.4.4)

D

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D
or
e
Support Team Member Performance
at

TOPIC D
lic
up
D

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is
Manage and Management by Objectives Servant Leadership
Lead • Uses clear objectives to guide

D
productivity and encourage
Three steps:
aspiration
or
• Set objectives collaboratively
with team members
1. Define vision

2. Align people to that vision

e
• Create challenging, yet 3. Motivate people to pursue
the vision
at

attainable, objectives

• At the start of a project or

lic

phase

• Throughout the project life

up

cycle, as in an iteration
planning session
D

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Assess Team Member
Performance to… • Use formal and informal assessment

D
methods

• Identify strengths, weaknesses,

aspirations and preferences
or • Conduct assessments when team
members join and then monitor progress
e
• Discover opportunities for improvement
at

• Self-organized agile teams in

psychologically safe environments assess
lic

and regulate their own performance.

• The focus is the team, rather than

up

individuals.
D

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Performance Assessment
Tasks

D
• Compare performance to goals

• Reclarify roles and responsibilities

or
• Deliver positive as well as negative feedback
e
• Discover unknown or unresolved issues
at

• Create and monitor individual training plans

• Establish future goals

lic
up
D

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Personality
Indicators

D
Look Beyond
Introvert / DO DON’T
Extrovert or
• Use the exercise as an ice- • Make fixed assumptions or
breaker or team-building judgments based on results
e
activity
• Share anyone’s personal
at

Commonly used
• Use results as predictors, not information without permission
Measurement Tools
absolutes
lic

• Big Five Personality

Model (OCEAN) • Always seek permission and
explain use
• Myers-Briggs Type
up

Indicator

• DISC
D

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Use
Personality

D
Personality can affect:
Research to • What role you have within the team
Coach Team • How you interact with the rest of the team
Members or
• Whether your values (core beliefs) align with the team’s
e
at

(Optional) Psychological team roles:

• Results-oriented
lic

Using this list of

psychological team roles, • Relationship-focused
which types of project tasks
• Innovative and disruptive thinkers
up

or process roles would you

associate them with? • Process and rule-followers
• Pragmatic
D

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Emotional Intelligence

is
D
Five main components:
or
e
at
lic
up

Emotional self- Self- Motivation Empathy Social skills

awareness regulation
D

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SELF SOCIAL

is
Emotional
Intelligence:

D
RECOGNITION

Overview Self-Awareness Social Awareness

Emotional Self-Awareness Empathy
or
Accurate Self-Assessment
Self-Confidence
Organizational Awareness
Service Orientation
e
at

Relationship Management
REGULATION

Self-Management Inspirational Leadership

lic

Self-Control Developing Others

Transparency Influence
Adaptability Change Catalyst
up

Drive to Achieve Conflict Management

Initiative Building Bonds
Teamwork & Collaboration
D

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Empathy*

D
Provides a foundation for understanding the
motivations of other people.
Empathetic traits that make individuals more
able to contribute to collaborative, high-
or
performing teams:
e
Inward Outward
at

(helps individuals) (helps teams)

• Understanding of • Develop others
lic

others • Leverage diversity

• Service • Have political
orientation awareness
up
D

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Social Skills

D
High-performing team members are adept
at:
• Communicating
or
• Building bonds
e
• Collaboration and cooperation
at

• Catalyzing change
lic

• Managing conflict
• Influencing
up

• Leadership
D

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Motivation Elements

is
D
Achievement/Drive Commitment
or Initiative Optimism
• Set tough goals, • Make decisions • Work hard toward • Hope to succeed;
e
take chances based on team goals don’t fear failure
at

core principles
• Strive for success • Inspire others • Perceive reversals
• Realize benefits of through as under your
• Discover how to
lic

holistic participation extraordinary feats control

upskill
• Sacrifice to fulfill • Seize opportunities • Work toward goals
• Minimize
company goal regardless of
up

uncertainty
barriers
• Search for
opportunities to
achieve team
D

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is
ECO Coverage

D
1.3 Support team performance

• Appraise team member performance against key

performance indicators (KPIs) (1.3.1)

• Support and recognize team member growth and

or
development (1.3.2)
e
• Determine appropriate feedback approach (1.3.3)
at

• Verify performance improvements (1.3.4)

1.14 Promote team performance through the application

lic

of emotional intelligence

• Assess behavior through the use of personality

up

indicators (1.14.1)

• Analyze personality indicators and adjust to the

emotional needs of key project stakeholders (1.14.2)
D

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is
D
or
Communicate and Collaborate with
e
Stakeholders
at

TOPIC E
lic
up
D

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is
D
or
“Communication is the real
e
work of leadership.”
at

- Nitin Nohria
lic

Dean of the Harvard Business

School, 2010-2020
up
D

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HIGH

is
Monitor Stakeholders and D
Their Engagement

D
Keep Manage
Satisfied Closely
• Update grids at key intervals

• Use analysis and expert judgment or B

POWER

• Keep a record of the reasons for placement to

enable needed change or improvement
e
• Tailor management strategies and actions to
individuals, in addition to their place in the grid
A
at

Keep
Monitor
Informed
lic

Never use names on power/influence

or power/interest grids.
C
up

LOW

LOW INTEREST HIGH

D

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Communications Management Plan

is
D
• Identifies team members and stakeholders • Processes/guidance/templates for:
as: • Escalation
• Senders • Updating/refining the plan
•
•
Receivers
Authorizing person (confidential
or • Running project status meetings, project
team meetings, sending emails, using
information) website and PMIS
e
• Lists stakeholders’ communication • Project information:
at

requirements, including: • Communications methods/technologies to

• Type of information use
lic

• Reason for communication • Allocated resources (time and budget)

• Language, format, content and level of • Glossary
detail •
up

Flow charts, workflows, list of reports,

• Time frame and frequency meeting plans
• Whether receipt/ acknowledgment or • Constraints
D

response is required
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Managing Project
Communications:

D
Abbreviation of communications management plan that includes:
Communications
• Identified team members and stakeholders as:
Matrix
•
•
Senders
Receivers
or
• Authorizing person (confidential information)
e
• Stakeholder communication requirements:
•
at

Type of information
• Reason for communication
lic

• Language, format, content and level of detail

• Time frame and frequency
• Whether receipt/ acknowledgment or response is required
up

• Processes/guidance/templates for escalation

• Project information - Communications methods/technologies to use
D

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Communication:

is
Two Ways

D
Active Listening Effective feedback is:

• Enables collaboration • Clear, specific and offered in a timely manner

• Requires listener to provide feedback about what

they heard by:
or • Objective and critical

• Positive if received and understood as

e
• Re-stating objective
at

• Paraphrasing • Negative if misunderstood or there is a lack of

trust and psychological safety.
• Using body language such as nodding the
lic

head

• Confirms understanding and builds trust

up

• Consider lack of feedback as an implicit acceptance of the message by the receiver.

• Communication failures are threats to projects, so discuss communications issues openly with team
members directly, during team retrospectives. In the case of key stakeholders, you might need to
D

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Reports and
Formal

D
Communication

or
Formal reporting at appropriate milestones is a proven way of maintaining
continuous communication with stakeholders.
e
It’s also needed to obtain “sign-off” or approval on work.
at

Can you think of some

examples? Recipients of reports and the desired frequency are noted on the
lic

stakeholder engagement plan and the communications management

plan.
up
D

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How to
Collaborate

D
• Optimize understanding of aims and expectations through open
or
dialogue and meaningful communication
• Engage continuously
• Accept that engagement levels may fluctuate
e
• Keep discussions transparent
at

• Ensure stakeholders are knowledgeable and expectations are set

• Leverage communication and interpersonal skills, feedback and
lic

meeting management
• Maximize the feedback loop – gain meaningful insights
up

• Use effective tools – e.g., shared whiteboards

D

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Use Information Radiators
Keep Information Visible

D
• Kanban boards
or
Information radiators
enable open
They can be electronic or
physical, or both.
communication and
collaboration.
e
• White boards
Main benefit is
at

• Wikis accountability —
Secondary benefit is
promoting responsibility
• Fishbowl windows innovation — to provoke
among team members
lic

conversation and
collaboration when
stakeholders visit the
workspace
up
D

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Collaboration
Activities

D
or
• Daily stand-up meetings
• Colocated or face-to-face working
• Scheduled sessions — e.g., milestone reviews, backlog
e
refinement sessions, project update meetings
at

• Pairing or coaching, as in knowledge transfer

• Negotiations
lic
up
D

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Communicate and
Collaborate to Negotiate

D
• Think of negotiations as
conversations with internal and
or
external parties toward reaching
e
agreements.
at

• Use effective communication

methods to ensure collaboration with
lic

the other party is aimed at reaching

consensus.

• Keep negotiations positive to increase

up

the likelihood of success.

D

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Meetings

D
Everyone’s time is valuable. Run and
participate in meetings efficiently.
• Be organized! Provide a clear agenda
or
with purpose and desired outcomes
e
• Timebox discussions
at

• Practice active listening and feedback

• Facilitate collaboration
lic
up
D

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Stakeholder
Engagement

D
Assessment
Matrix (SEAM)
or
• Use expert judgment, emotional intelligence, and
interpersonal skills to assess stakeholders
e
• Update the SEAM regularly and often
at
lic

Engage stakeholders by category to coach them and find

solutions!
up
D

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ECO Coverage
2.2 Manage communications

D
• Communicate project information and updates effectively
(2.2.3)
• Confirm communication is understood and feedback is
received (2.2.4)
or
1.2 Lead a team
e
• Analyze team members’ and stakeholders’ influence (1.2.6)
at

2.4 Engage stakeholders

• Engage stakeholders by category (2.4.3)
lic

1.9 Collaborate with stakeholders

• Optimize alignment between stakeholder needs, expectations,
and project objectives (1.9.2)
up

• Build trust and influence to accomplish project

objectives (1.9.3)

3.2 Evaluate and deliver project benefits and value

D

• Appraise stakeholders of value gained by the project (3.2.5)

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D
or
e
Training, Coaching and Mentoring
at

TOPIC F
lic
up
D

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Foster a
Knowledge-

D
Sharing
Culture Training, coaching, and mentoring are all forms of knowledge-sharing that
or
advance projects and organizations.

• Team members learn from and teach others

e
• It’s for everyone, including stakeholders, team members, and customers
at

as part of project work and continuous improvement efforts

• Some project roles are dedicated to knowledge-sharing — e.g., agile
lic

coaches or scrum masters

• It’s essential in product delivery and transition planning!
up
D

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Training, Coaching and Mentoring

is
Descriptions

D
• Individually or as a group
Training
present
or
Learn skills for use in the
• aka “upskilling”
• On any topic
e
Learn how to apply new skills or • Individually or as a group
at

Coaching
improve existing ones • Puts learning into practice
lic

Development of personal and • Between a novice and a more

professional growth through experienced person
Mentoring
up

long-term professional • Internal or external to projects or

relationships. organizations
D

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How to Acquire Required
Competencies

D
• Discover current skill sets and competencies

• Identify what’s desired

or
• Take action!
e
• Meet unique needs — e.g., topics,
depth, schedule, format
at

• Coach on the customer’s business,

culture, desired outcomes, and project
lic

context
• Encourage mentorships
up

Use and update the SEAM to

facilitate easier collaboration.
D

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Plan for
Training,

D
Coaching and • Perform a gap analysis to • Schedule training close to the
Mentoring identify required knowledge, time of solution implementation
skills, or attributes.
or • Consider upskilling or
• Plan for a suitable diversity of certification for team members
e
training and coaching
• Encourage valued stakeholders
offerings.
at

to become mentors
• Soft skills
lic

• Technical skills

• Part of team-building or
up

fun/informal activity
D

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Know the
Value of

D
Training,
Coaching and
Mentoring or
Treat knowledge as an asset!
e
• Conduct a cost-benefit analysis to determine the potential value in
cost savings — e.g., replacing outsourced labor
at

• Help others or yourself to improve skills and knowledge

lic

• Increase the team’s ability to increase quality, output, and value

• Build relationships and trust with stakeholders and team members

up
D

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Training, Coaching and
Mentoring Discussion

D
or
Have you ever had a valuable trainer,
coach or mentor?
e
• Describe why they were effective.
at

Would people think YOU are a valuable

trainer, coach or mentor? Why?
lic
up
D

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Elements of Training

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• Provided to teams, small groups or

•
individuals

Covers management, technical or

or
administrative topics
e
• Delivery models:
at

• Instructor-led classroom
• Virtual classroom
•
lic

Self-paced eLearning
• Document reviews
• Interactive simulations
• On-the-job training
up
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Coach Teams
and

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Individuals in
Project Acknowledge informal opportunities that may already be happening:
Management or
• Delegate tasks, observe and provide feedback
• Encourage others to take the lead on activities
e
• Collaborate on a project management task
at

Introduce formal opportunities:

lic

• Facilitate meetings and sessions

• Transfer skills by pairing individuals
• Model behaviors
up
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Coach Groups and Individuals

is
D
Whole-Team Coaching Coaching helps individuals Whole-Team Coaching
during Iteration Planning develop agile and problem- during Retrospective
solving skills
or
COACHING LEVEL

e
at
lic

Individual Coaching Whole-Team Individual

Pauses Coaching Pauses Coaching Slows
up

Beginning Midpoint End

ITERATION

Whole-Team Coaching
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Individual Coaching ©2023 Project Management Institute, Inc. All rights reserved.
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Self-Organizing Teams
Collaborate and Learn

D
• Encourage self-organization and initiative in

•
daily work life

Coach individuals on how to contribute to

or
other project roles
e
• Coach an individual with tacit knowledge
at

• Use servant leadership

lic

• Use job shadowing, coaching or mentoring

during transitions to transfer knowledge and
skills from project team to organization
up
D

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Measure
Training Measurement of training includes noting improvements with:

D
Outcomes • Post-training performance assessments

or
• Observation of knowledge or skill improvement

• Certifications – badges, letter from awarding body

• Discuss and share training outcomes in team retrospectives

e
at

Augment training through coaching to convert learning into

active use of knowledge. Try pairing team members in
knowledge-sharing relationships.
lic
up

If desired outcomes are not achieved, record this in the

lessons learned and try to find out why.
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Maintain Mentorships

D
• Longer-term partnerships that enable
professional growth
• Job-shadowing engagements enable
or
transfer of explicit and tacit knowledge
e
• Tailor to context and desired
at

engagement — e.g., some organizations

use mentorships to train project
lic

managers and may use reporting to

guide development, while others use an
informal approach
up
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ECO Coverage
1.6 Build a team

D
• Appraise stakeholder skills (1.6.1)

1.5 Ensure team members/stakeholders are adequately

trained
or
• Determine required competencies and elements of
e
training (1.5.1)

• Determine training options on training needs (1.5.2)

at

• Allocate resources for training (1.5.3)

lic

• Measure training outcomes (1.5.4)

1.13 Mentor relevant stakeholders

up

• Allocate the time for coaching mentoring

(stakeholders) (1.13.1)

• Recognize and act on coaching mentoring

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opportunities (1.13.2) ©2023 Project Management Institute, Inc. All rights reserved.
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Manage Conflict
at

TOPIC G
lic
up
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Why Conflict
Management

D
Matters
or
Ineffective conflict
management leads to:
Effective conflict management
leads to:
e
• Destructive behavior • Improved understanding
at

• Animosity • Better performance

• Poor performance • Higher productivity
lic

• Reduced productivity
up
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Conflict Management

is
Roles

D
or
All team members and stakeholders are responsible for managing conflict
Project managers influence the direction and handling of conflict through
e
interpersonal skills and servant leadership
at
lic

The team is empowered to resolve conflicts; the team lead can facilitate
up

resolution.
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Causes of Conflict
Context

D
•

•
Competition

Differences in objectives, values, and

or
perceptions — this can be ideological
e
• Disagreements about role requirements, work
at

activities and individual approaches

• Communication breakdowns
lic

• Projects are unique and team members not

worked together before
up
D

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Conflict as Part of Team
Culture

D
In a psychologically safe work
environment:
or
• View disruption and innovation as
e
connected
• Encourage exchanges and disagreement
at

• Prevent escalation to conflict

lic
up
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How to Handle
Conflict

D
Use preferred ways of managing conflict from the team charter
and ground rules. Provide guidance and resources to help the
team.
or
e
at

Agile teams include conflict management strategies in their way

of working (WoW) and are supported by a culture of trust.
lic
up

Focus on the issues and not on individuals.

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Use Leas’ Levels of Conflict

is
D
Intractable
5 Situation

Conflict intensifies from level 4

orFight/Flight
1 to 5
e
at

From task-orientated with 3 Contest

possible resolution to a
lic

personal or relationship
orientation, where the focus 2 Disagreement

on issues is lost.
up

1 A Problem to Solve

Conflict Model by Speed B. Leas (2012)

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Use Interpersonal Skills to Manage Conflict

is
D
Emotional Intelligence Use empathy to understand and diffuse situations
or
Persuade parties to reconsider or change their tone, approach, or
Influencing
mindset
e
at

Leadership Steer others in a more positive direction

lic

Decision-Making Offer a solution to move the situation forward

up

Listen for personalized, accusing language and bitter or caustic

Active Listening
tone, defensive or aggressive physical postures
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Conflict Management Approaches

is
Smooth/ • Emphasize areas of agreement

D
Accommodate • Concede position to maintain harmony and relationships
Withdraw/ • Retreat from the situation
Avoid •

•
Postpone the issue or
Incorporate multiple viewpoints
Compromise/
• Enable cooperative attitudes/open dialogue to reach consensus and
e
Reconcile
commitment
at

• Pursue your viewpoint at the expense of others

Force/Direct
• Offer only win/lose solutions
lic

• Incorporate several viewpoints and insights from varying perspectives

Collaborate/
• Requires cooperative attitude and open dialogue
Problem Solve
• Search for solutions that typically lead to consensus and commitment
up

Root cause analysis – 5 Whys Method

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ECO Coverage

D
1.1 Manage conflict

• Interpret the source and stage of the conflict (1.1.1)

• Analyze the context for the conflict (1.1.2)

or
• Evaluate/recommend/reconcile the appropriate
e
conflict resolution solution (1.1.3)
at

1.12 Define team ground rules

• Discuss and rectify ground rule violations (1.12.3)

lic

1.10 Build shared understanding

• Investigate potential misunderstandings (1.10.4)

up

• Break down situations to identify the root cause of a

misunderstanding (1.10.1)
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or
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End of Lesson 4
at
lic
up
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