PROJECT MANAGEMENT IMVANO RESOURCE CENTER - IREC.

1
9/2/2023 IREC. Developing the effectiveness in you
 LESSON 2

START THE PROJECT

● Identify and Engage

Stakeholders
● Form the Team
● Build Shared Understanding
● Determine Project Approach

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Learning Objectives

• Define and discuss stakeholders and the most effective ways to

communicate with them.
• Explain the best ways to form a team.
• Describe how to build the most effective understanding of a project
and how doing so relates to executing a project successfully.
• Explain how predictive and adaptive project life cycles work; explain
what a hybrid development approach is.
• Decide which kind of development approach or life cycle is best
suited for work.

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Identify and Engage Stakeholders
TOPIC A

4
 ▪ Definition of project stakeholders – Individuals, groups and organizations
Lesson 2 who may affect, be affected or just perceive that they may be affected.
Outline ▪ Stakeholder Identification - Identify internal and external stakeholders of a
project as early as possible — typically during project charter
development.
▪ How to identify stakeholders –carry out document review, data gathering,
brainstorming, review past project files etc.
▪ Stakeholder Register - Captures and records important stakeholder
information. It is updated continuously.
▪ Stakeholder analysis – using an onion diagram, power/interest,
power/influence, salience model (power, urgency and legitimacy),
stakeholder cube (power, interest and attitude).
▪ Stakeholder engagement assessment matrix – identifying stakeholders as
unaware, resistant, neutral, supportive and leading.
▪ Stakeholder engagement plan - identifies required management strategies
to effectively engage stakeholders.
▪ Communication requirements analysis.
▪ Communication model – Sender/Receiver mode and the potential noise.

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 Stakeholder

An individual, group, or organization

DEFINITION that may affect, be affected by, or
perceive itself to be affected by a
decision, activity, or outcome of a
project, programs, or portfolio.

6
Know Your Project Stakeholders!

7
Typical Project Identify internal and external stakeholders of a project as early
Stakeholders* as possible — typically during project charter development.
For example, this is a visualization of the kinds of roles and people
who can be project stakeholders.
Stakeholders:
● Take on a variety of roles and responsibilities on a project.
Can you categorize these
● Can include members of the project team, customers, end users,
stakeholders?
∙ Which are typically business or project partners, and others.
project team ● May or may not be actively involved in project work.
members? Which are ● Could affect or be affected by a decision, an activity or an
not? outcome of a project.
∙ Which are typically
active in project work?
Typical stakeholders may include:
● End users; Customers; Employees; Organization; Managers;
Sponsors; Business partners; Suppliers and contractors;
Government; Community.

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 Project Stakeholder Management.
▪Every project has stakeholders who are impacted by
or can impact the project in a positive or negative
way.
▪Some stakeholders may have limited ability to influence
the project’s work or outcomes; others may have a
significant effect on the project or its outcomes.
▪The ability of the project manager and the team to
correctly identify and engage all stakeholders in an
appropriate way can mean the difference between
project success and failure.
9
Create and maintain relationships between the project
team and stakeholders.

10
Stakeholder and
Communications
Management
Overview

• Stakeholder register
• Stakeholder engagement plan
• Communications management plan
• Stakeholder engagement
assessment matrix (SEAM)
• Assessment grids / matrices /
models.
You will develop and update this set of
project artifacts together, and they
will, of course, be tailored to your
project and updated as necessary.
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Stakeholder ● For smaller projects, you can be very thorough in
Identification. your identification and assessment of stakeholders
and in developing an effective communications
strategy with your stakeholders.
● For larger projects, or those with a challenging
stakeholder environment, you should also try to be
as thorough as possible, focusing on key
stakeholders and groups. In those cases, the
power/influence/impact grids and salience model
tools will be more helpful to you.

Identify and engage stakeholders early to avoid surprises later in the project!

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Stakeholder Who are they?
Identification • Check the business case and benefits management
plan for names
• Later, check the issue/impediments log, change log
or requirements documents to see who else is
needed or named

What’s their relationship to the project?

• Interest
• Involvement
• Interdependencies
• Influence
• Potential impact on project success

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Assess Data Gathering
Stakeholders. • Questionnaires and surveys
• Brainstorming
STAKEHOLDER
ANALYSIS Data Analysis
A technique of • Stakeholder analysis — What are their “stakes” in the project?
systematically — i.e., interest, rights, ownership, knowledge, contribution
gathering and • Document analysis
analyzing
Data Representation
quantitative and
qualitative • Two-dimensional (2D) grids
information to • Power/interest
determine whose • Power/influence
interests should be • Impact/influence
considered • 3D grid — Stakeholder “cube”
throughout the • Salience model
project.
• Directions of influence
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Create the
● Capture and record important stakeholder information.
Stakeholder
Register. ● Factor in OPAs.
● Update it! Describe the evolving relationship with
STAKEHOLDER stakeholders throughout the project.
REGISTER
A project Contains the information necessary to execute the
document stakeholder engagement plan.
including the
identification, ● Refer to stakeholder registers from previous,
assessment, and
classification of similar projects for help
project ● Remember this is a public document, so ensure the
stakeholders. information presented is appropriate

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Stakeholder Register.
Internal / Influence /
Name Title External Project Role Major Requirements Expectations Attitude

On-time completion, successful

1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and

2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability Supporter

Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor

Lead, business High profile tenants, excellent Organizational learning; leadership

5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion

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Sample.

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 Stakeholder Register
Profile information:
● Name or organization: Stakeholders can be individuals or entities.
● Title: Their functional position in the organization or elsewhere.
● Project Role: Position on the project.
● Major Requirements: Which of the project requirements stakeholders are
concerned with?
● Internal/External: Is their role inside the company or not?
● Communication type: What is their preferred method/frequency of
communication?
Assessment information:
● Expectations: Take note of their expectations of the project. You will have
learned this during an interview, for example.
● Influence: What degree of impact can this stakeholder have on the
project? Use descriptive terms and ensure everyone understands what the
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Directions of You should understand the social network of project
Influence. stakeholders, specifically the direction of their
influence on the project.

Parent organization — senior management

Upward
(business, financial interests)
Downward In the project hierarchy — team or specialists
Have a “stake” in the project — client, end-user,
Outward
external
Friendly or competitive for resources — project
Sideward manager's peers, other organizational
departments

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Know Your Power Level of authority
Stakeholders
Go Beyond Job Interest Level of concern about project outcomes
Titles
• Ability to influence project outcomes or
cause changes to planning or execution
Influence
• Magnitude of potential contribution or
aka
disruption to project
attitude or
impact
Use a descriptive term — e.g., champion,
supporter, neutral, detractor
Tailor stakeholder assessments to suit project needs. The goal of
this exercise is to facilitate your planning of effective communication
with the stakeholders!
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 Stakeholder Mapping
HIGH
Use two dimensions to map stakeholders:
KEEP MANAGE
• Power and interest grid SATISFIED CLOSELY
• Power and influence grid

POWER
• Impact and influence grid
MONITOR KEEP
INFORMED
Or use three dimensions – a cube – to
refine the analysis further! LOW INTEREST HIGH

Method:
• Place each stakeholder on the grid
• Use the same quadrant labels, but change
the axis labels

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 Stakeholder Mapping
Method: Power and interest grid/Use two dimensions to map stakeholders:
• Place each stakeholder on the grid

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 Stakeholder Mapping.

2D Models: Power/interest grid. The four quadrants on the matrix:

● High power – High interest: Who are the people that we should actively
engage with? Who are the decision makers that have the biggest impact
on the project?
● High power – Low Interest: Who should we actively consult? Who are
the people with great power, but with little time to dedicate to the
project?
● Low power – High interest: Who should we invite and maintain a close
relationship with? Who are the people most interested in the project, but
that have low power?
● Low power – Low interest: Who should we keep informed? Although we
will not spend time and energy with excessive communication.
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 Stakeholder Mapping.

●3D Model: Stakeholder Cube. This is a refinement of the 2D

grid models that combines grid elements into a
three-dimensional model that can be useful with the
development of communication strategies.
●Map dimensions of power, influence, impact or attitude
toward the project. See next slide.

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Stakeholder
Cube

25
Salience The salience model is another way to assess stakeholders
Model based on their:

- Level of authority (power);

- Immediate needs (urgency);
Focus on the - and how appropriate their involvement is in terms of
product owner the project (legitimacy).
role. Are they
familiar, interested
This is especially important for the role of product owner:
and engaged
enough with the • Do they understand the current situation?
project to make • Can they help move the project forward toward the
decisions and vision?
move the project • Can they make decisions when changes are required?
forward?
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Salience Model.

27
Stakeholder Analysis -
Onion diagram.
The Stakeholder Onion
Diagram shows your
stakeholders on a chart,
with the inner circle
consisting of your key
stakeholders who are
closest to your objectives
and issues. The next circle
outward is considered to be
primary stakeholders, and
your outer circle shows
secondary stakeholders.
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Stakeholder Engagement Assessment Matrix.

DEFINITION A matrix that compares

current and desired
stakeholder engagement
levels.

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Stakeholder Engagement Assessment Matrix – SEAM

●The final piece to create before planning and getting to work is the
stakeholder engagement assessment matrix (SEAM). This information
will be very useful to know at various moments of the project.

●Create a grid listing all the stakeholders and note their current level of
engagement, then indicate the “desired” level of engagement.
Immediately, you will see how much work you must do to convert the
status of each stakeholder to “desired” and it sets the stage for your
planning.
●Tailor labels for stakeholder levels of engagement to your context, team
or organization.
●Enables easy tracking of stakeholder engagement levels during the
project.
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Project Stakeholder Classification
▪Analysis of stakeholders informs the project managers,
which stakeholders are:
1. Unaware.
2. Resistant.
3. Neutral.
4. Supportive.
5. Leading.
▪Stakeholders can be an asset or a problem on the project,
depending on how well the project is planned.

31
Stakeholder Engagement Assessment Matrix.

32
Stakeholder Perceptions

• Must be holistically
understood in
customer-centric project
management approaches .
• Can be damaging to a
project, whether they are
negative or positive.

Why do you think it’s

important to understand both
positive and negative
stakeholder perceptions of
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33
Capture
Stakeholder
Key stakeholders
Feedback and • Interview to understand project requirements and
Perceptions vision and communication preferences

All stakeholders
• Interpersonal skills • Appropriate, regular project communications
• Active listening
• Emotional Large and public groups
intelligence • Questionnaires/surveys
• Effective • Facilitated conversations/sessions — online or in person
communication • Digital media – email campaigns, websites, group chats
methods • Posters and advertising

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Plan to ● Stakeholder engagement plan identifies the required
Communicate strategies and actions required to promote productive
with involvement of stakeholders in project decision-making
and execution. Used to understand stakeholder
Stakeholders
communication requirements and the level of stakeholder
engagement.
● Team fulfills strategies via communications described in the
communications management plan.
● The stakeholder engagement plan and the communications
management plan are interlinked artifacts.
● Using the information in the stakeholder register and doing
some further analysis, you create the stakeholder
engagement plan and the communications management
plan.
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Communication
Requirements ● Leads to a clear articulation of the
Analysis stakeholders’ communications needs.
● Enables effective choices about
communication topics, frequency, models and
technologies.
● Output is a grid, questionnaire or survey that
documents the communication and technology
requirements for each stakeholder

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Communication:
Methods and
Technologies

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Communication:
Methods and
Technologies Meetings/verbal
• Physical (face to face)
• Virtual (videoconferencing)
• Phone call

Digital/electronic media
Do you use any other • Websites and social media
communication • Instant/text messaging via phone or platform
methods or
• Email or fax
techniques on your
projects?
Physical
Are there types your • Body language and gestures
organization does not • White boards
allow? Why?
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Communication: ● You need to ask stakeholders directly about their
Methods and communication requirements.
Technologies ● Doing so leads to a clear articulation of the stakeholders’
communication needs.
● Think of the diversity of communication methods available
for use on projects.
● With technology factored in, you need to think about
suitability of use in addition to security and encryption
matters for communication of project work.

Idea: Can you think of other ways we communicate on projects?

Some professions use unique communication technologies — for
example, faxes in the medical and legal professions.

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Communication
Methods
PUSH
PULL Interactive communication is a
method which enables both sender
Push — sender determines: and receiver to interact in real or
near-real time.
• Send an email • Conversation (virtual or in person
• Make a phone call • Workshops/collaboration
• Whiteboarding
Pull — receiver determines:
• Post information on team board Agile teams are
• Store reference documents in colocated whenever
possible so that they can
electronic repository — e.g.,
be highly collaborative.
SharePoint

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Communication You should consider the following challenges
Challenges / when determining the method and frequency of
Considerations communications.
● Urgency of need for information
● Availability and reliability of technology
● Ease of use
● Project environment – e.g., language and formality
● Sensitivity and confidentiality of information
● Communications OPAs — e.g., social media protocols
● Data protection laws/regulations
● Accessibility requirements.
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 Cross-Cultural Communication Model: A description,
Communication analogy, or schematic used to represent how the
Model* communication process will be performed for the project.

Think of an
example of a
transmission.
Depending on the
method, what kinds
of noise can play a
part?

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Noise in
communication.

Are we communicating?

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Noise in
communication.

Are we communicating?

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Noise in
communication.

Are we communicating?

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46
Stakeholder Engagement Strategy

• Involve stakeholders
• Enable appropriate
management strategies
• Create and maintain
relationships

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 Feedback.
● Communication is a two-way street.
● Both critical and affirming feedback are
key.
● Feedback can be positive if received and
understood as intended.
● Feedback can be negative because of
misunderstanding.
● No feedback provides an implicit
acceptance of the message by the receiver.
● Effective feedback is clear, specific, and
offered in a timely manner.

48
ECO Coverage

1.9 Collaborate with stakeholders

• Evaluate engagement needs for stakeholders
(1.9.1)
2.4 Engage stakeholders
• Analyze stakeholders (power interest grid,
influence, impact) (2.4.1)
• Categorize stakeholders (2.4.2)
• Develop, execute and validate a strategy for
stakeholder engagement (2.4.4)
2.2 Manage communications
• Analyze communication needs of all
stakeholders (2.2.1)
• Determine communication methods,
channels, frequency and level of detail for all
stakeholders (2.2.2)

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Form the Team
TOPIC B
Lesson 2 ▪ Developing the Project team - Build team
Outline agreements, structures and processes that support a
culture that enables individuals to work together and
benefit from interactions.
▪ Project Team Formation - Key Concepts:
- Diversity and inclusiveness.
- Cross functional team.
- Using of virtual teams.
- Co-locating teams.
- Self-organizing teams.
- Servant leadership.
- Generalizing specialists/T-shaped skills. Tuckman’s
team development model and Team charter (team
norms, ground rules).
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 Once you have a business case and have identified and
Forming a assessed stakeholders, the next step is figuring out the
Team. team.
The goal is to create a high-performing, collaborative team
environment that can execute the project objectives well.
Project teams are made up of individuals who wield diverse
skills, knowledge and experience. Project teams that work
collaboratively can accomplish a shared objective more
effectively and efficiently than individuals working on their own.
In general: For a predictive approach – the team is assembled
after the requirements are understood.
For an adaptive approach, the team is assembled initially and
supports the project requirements.

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Project Team Roles

• Project management staff

• Project work staff
• Supporting experts
• Business partners

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Identify Project If your project follows a predictive life cycle, these are a few
Resource of the major considerations you should think about when
Requirements building a team.
Guidelines ● Will the team have enough of the relevant skill sets to
perform the work and produce the desired results?
● Try to avoid single points of failure – i.e., only one resource
has a needed skill to perform a particular type of work.
● Make use of what are called generalizing specialists, who
have a core competency but also general skills in other
areas that can be leveraged as needed by the team to
support its objectives.
● In addition to the team members themselves, you will need
to identify the other physical supports that the team
members will require to be able to perform — equipment,
access rights, etc.

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54
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Diversity, Equity and
Inclusion Standards

● Teams are global and diverse

in culture, gender, physical
ability, language and many
other factors.
● The project environment
optimizes the team’s diversity
and builds a climate of mutual
trust.

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Experts and Expert Judgment.
Expert judgment is a technique that
project managers can use to obtain
additional guidance from individuals
who are more experienced in various
areas needed to be understood for
the project.
People from other areas of the
organization:
• Consultants
• Stakeholders
• Professional and technical
associations
• Historical data
• Project manager
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Project Team CROSS-FUNCTIONAL TEAM
Formation Teams that have all the capabilities to deliver the work
they have been assigned.
Key Concepts
Self-organizing team: A cross-functional team in which
people fluidly assume leadership as needed to achieve
the team’s objectives.

Servant leadership: The practice of leading the team by

focusing on understanding and addressing the needs and
development of team members in order to enable the
highest possible team performance.
These concepts can be applied in any kind of project team.
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Create a
Collaborative Project manager:
Team Culture • Builds team agreements, structures and
processes that support a culture that enables
individuals to work together and benefit from
interactions
(Optional) • Tailors a resource management plan
How do you think a
collaborative team
culture can be created in
a hybrid approach? Give
some examples!
• The team assembles and self-organizes to
support project requirements.

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Project Team
Formation
Video

Tuckman’s
Ladder of
Team
Development
Dr. Bruce Tuckman

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Bruce Tuckman’s Stages of Team Development.

Forming Team members meet and begin to trust one

another.
Storming Team members begin to assert themselves and take
control of emerging issues.
Team begins to work productively, without worrying about
Norming personal acceptance or control issues.

Team is working at optimum productivity and is

Performing collaborating easily, communicating freely, and solving its
own conflicts.
Adjourning Team members complete their assigned work and shift
to the next project or assigned task.
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 Tuckman’s team development model.
Stage Characteristics Project manager/team leader role.
Forming Team meets (formation); begins Outlines mission; looks for agreement on
collective work. team roles, rules, guidelines for decision
making.
Storming Team deals with confusion and Facilitates discussion; ensures common
conflict over goals and decision understanding of agreements.
making, roles and control.
Norming Team accepts goals, roles, rules; Encourages norming process; supports
works positively. and coaches; celebrates success.
Performing Team focuses on achieving goals; Encourages high performance; facilitates
personal growth for team communication; celebrates success.
members; conflict handled
positively.
Adjourning Shifting from project tasks to Recognizes individual and team efforts.
closure process.
61
 RACI Chart

DEFINITION A common type of responsibility

assignment matrix (RAM)
Responsible, Accountable,
Consulted, and Informed statuses
define the involvement of
stakeholders in project activities.

62
 Responsibility Assignment Matrix - RACI Chart.
▪ The RACI model is a quick way to lay out roles and responsibilities on a
project. It allows the team to discuss, communicate and agree upon the
project roles. RACI is an abbreviation that stands for:
▪ Responsible (R) - the person who actually owns the project, task, or
work. This could be a task team leader.
▪ Accountable (A) - the person who will sign off on the work and judges
its completion and how it meets quality standards. This could be the
Project Sponsor or whomever has final sign-off authority.
▪ Consulted (C) - the person who has the ability or special knowledge
needed to complete the work. These can be Stakeholders, Subject
matter experts, or anyone else who is key to completing the work.
▪ Informed (I) - people who must be kept informed of the work, but not
necessarily consulted.

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64
65
66
Project Manager Leadership and management models:
Role in Adaptive ● Centralized: All team members practice leadership activities
Teams and accountability is usually assigned to one individual, such
as the project manager or similar role (Team lead).
● Distributed: One project team member (may shift) serves as
facilitator to enable communication, collaboration and
engagement on accountable tasks.
● Some agile practitioners think the role of a project manager is
not needed, due to self-organizing teams taking on the former
responsibilities of the project manager.
● However, pragmatic agile practitioners and organizations
realize that project managers can add significant value in many
situations. The key difference is that their roles and
responsibilities look somewhat different.
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Hybrid Team Formation
Example:

Centralized coordination by a
project manager or team lead
and self-organized project
teams for portions of the
work.

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Project Team
Composition
● Refers to team’s makeup and how team
members are brought together
● Varies based on organizational culture, location
and scope
● Can be full-time or part-time members
● Includes varied knowledge and expertise — i.e.,
generalists and specialists

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 Negotiation Skills
Includes internal and external conversations
towards reaching agreements.
Determine reliable methods to ensure
communication is aimed at reaching
consensus. This keeps the team culture
healthy.
Team members might negotiate:
✔ Roles and responsibilities

✔ Priorities

✔ Assignments

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Project Organizational Chart

71
Identify Project GENERALIZING SPECIALISTS: Refers to a project team member who
has a particular area of deep expertise but also has experience in
Resource many other areas that may not be directly related to their core area.
Requirements These team member types are valued on agile projects because of
Guidelines their ability to be interchangeable.
T-SHAPED: Refers to a person whose skill set comprises one area of
specialization and broad ability in other skills required by the team.

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72
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T-Shaped People and
Self-Organizing Teams
● Provide individual value and
versatility on project teams
T T
● Lend flexibility to organizations
● Help avoid key resource shortages
or work stoppages due to
T
availability
● Train and coach team members to
become T-shaped, combining
breadth and depth of knowledge

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Focus on Team Strengths

•A SWOT analysis is appropriate for

use in identifying the strength and
weakness. This will enable you to
focus on team strengths!
•In addition, you should identify
any challenges that the team will
need to overcome to obtain better
performance and any
opportunities that can position the
project advantageously.
• Organize around team strengths
• Be aware of weaknesses
• Identify threats to team success and
opportunities to improve team
performance.

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 Team Norms. Team norms are the agreed standards of conduct for all team
members. Establish these norms together early in the project
to set the stage for an appropriate range of behaviors and
Team norms are a
actions.
shared set of
• Together, establish expected team behaviors at the beginning of
mutually agreed the project. Enable teams to handle challenges later.
rules. It’s a means
• Include guidelines and techniques for:
of keeping a
standard and • Meetings
accountability in • Communications
case of problems. • Conflict management
• Shared values
• Decision-making
• Align team values with the PMI Code of Ethics and
Professional Conduct
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 Team Charter

DEFINITION A document that enables

the team to establish its
values, agreements, and
practices as it performs its
work together.

76
 Ground Rules
Includes what’s acceptable and
unacceptable for team behavior
Benefits:
✔ Sets performance and
communication expectations
✔ Decreases risk of confusion

✔ Improves team performance

77
Team Charter* • A document – electronic or paper, or a poster of the
and Ground ground rules.
Rules* • Created together with the team
• Includes:
• Shared values
• Behavior guidelines
• Guidelines for communications and use of tools
• Decision-making guidelines
• Performance expectations
• Conflict-resolution measures
• Meeting time, frequency, and channel
• Other team agreements — e.g., shared hours,
improvement activities
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Team ● Teams are successful by working together to execute work,
solve problems and produce solutions. In a virtual team, the
Communication
need for effective communication is even greater due to the
Effective lack of opportunity for osmotic learning from just being
communication around your other team members.
includes: ● Part of an effective team charter is to make decisions as a
○ Verbal
team about how, when and why you communicate with one
another, and what the shared expectations are. Include
○ Written communication expectations and details in the team charter
○ Behavioral
● Organize communications:
○ Physical (notice o Facilitate team and stakeholder collaboration Manage
boards) expectations
○ Virtual o Check regularly to make sure it’s working!
o Plan and use retrospectives to discuss communications
improvements
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 Virtual Team: A group of people Colocated Team: An
Co-located, with a shared goal who fulfill their organizational placement strategy in
Virtual or roles with little or no time spent which the project team members are
physically located close to one
meeting face-to-face.
Both? another to improve communication,
▪ “Normal” in most working relationships, and
workplaces productivity.
▪ Create opportunities for the ▪ Interaction is easy
organization: ▪ Better bonding is
What kind of team • Better skills at lower facilitated
are you on? costs
• Avoids relocation ▪ Use of physical tools,
expenses collaboration and boards
• Work/life balance possible
▪ Rely on communication
technology
▪ May have bonding
challenges

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Virtual Team
Challenges
Individual performance tracking
Diversity - language, technological skill
Solo working prohibits bonding
• It can be challenging to form and
manage, for several reasons,
including:
• Bonding and team identity can be
hard to create when team members
are geographically dispersed.
• Communication and information
sharing must rely on various forms
of technology because teams
cannot meet face to face.
• Because roles, reporting and
performance can be harder to track
on a dispersed team, individual
contributions may be overlooked. Copyright 2022 Project Management Institute, Inc. All rights reserved. 81
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Running Virtual Teams

• Check in with people individually

as often as possible
• Conduct positive
network-building activities

What are your tips for creating a

positive virtual team experience?

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Virtual Team Communication
Technology.

• Plan team communication and

collaboration methods
• Consider working hours,
geographical dispersion and security
requirements
• Use appropriate tools:
• Task boards
• Messaging and chat
• Calendars
• Document storage
• Knowledge repositories
• Videoconferencing

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Address Virtual Team
Member Needs

Facilitate and ensure

collaboration as a priority
Address the basic needs of a
virtual team, including:
•Cohesion
•Shared goals
•Clear purpose
•Clarity on roles and expectations

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84
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Nurturing Team Performance
Ensure the team has the knowledge, skills,
attributes, and experience required to produce
positive project outcomes.
Gain a better understanding of customer needs
and team capabilities to identify gaps in the team’s
skill set.
Check for these gaps frequently and seek to close
them. Try:
✔ New or better resources
✔ Training to enable the team to develop missing
skills
✔ Additional customer engagement to gather
data

85
ECO Coverage

1.4 Empower team members and stakeholders

• Organize around team strengths (1.4.1)
2.16 Ensure knowledge transfer for project
continuity
• Discuss project responsibilities within team
(2.16.1)
• Outline expectations for working environment
(2.16.2)
1.11 Engage and support virtual teams
• Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
(1.11.1)
• Investigate alternatives (e.g., communication
tools, colocation) for virtual team member
engagement (1.11.2)

86
Build Shared Understanding
TOPIC C

87
Lesson 2 ▪ Build a Shared Understanding - Seek Consensus
Outline among the Team and Stakeholders. Share the
project agreements (vision statement and project
charter) with stakeholders and the team.
▪ Use interpersonal and leadership “power skills”
and open communication channels with
stakeholders and team members.
▪ Use a project charter and Kick-off meeting.

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Building a ● One of the first goals in starting a project is to ensure that all
Shared team members and stakeholders have a common
Understanding. understanding of the objectives of the project, as well as an
understanding of any agreements, such as contracts or
statements of work that initiated the project.
● You must also enable the team to understand the
importance of the project and the alignment to the
organization’s strategic objectives.
● Again, the focus is on creating that collaborative team
environment, but the stakes are highest in this period. As
much as possible, you need to make sure everyone is
aligned before work starts.
● If you get the team in a good place from the start, then
keeping them motivated and inspired to do their best work
will be easier in the weeks ahead!
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Seek Consensus for the
Project Among the Team and
Stakeholders.
• Demonstrate leadership
behaviors
• Focus on value.
• Be a diligent, respectful and caring
steward.
• Navigate complexity.
• Embrace adaptability and
resiliency.
Create artifacts:
• Project charter.
• Project vision statement.
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90
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Building a Shared
Understanding
Guidelines
• Share the project agreements (vision
statement and project charter) with
stakeholders and the team
• Agree or negotiate to reach
agreement and “buy-in”:
• Project agreements — stakeholders
• Roles and responsibilities, priorities
and assignments — team
• Uphold the agreements throughout
the project

Use open and reliable

communication methods and your
leadership “power skills”
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91
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Project Vision ● When a project begins, it is critical to have a clear
Statement vision of the desired objectives and alignment
with the organization’s strategic goals.
● This includes the creation of a vision statement.
● It is created by the product owner, sponsor or key
stakeholders and continually be reinforced to the
team throughout the project.
● There are many ways that this vision statement
can be expressed and understood.
● Refer to it throughout the project to maintain
alignment.

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Holistic First, find out...
Understanding
of the Project • The boundaries of negotiation for the project
Negotiation Goals agreement
• What, if anything, is eligible for discussion or
troubleshooting
• The ultimate objectives of the project
Then:
• Apply critical thinking and business acumen
• Discover how the project fits in the organizational
landscape and business objectives
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 Exercise: Understanding Business Objectives

Project vision: This is a flagship project for Shawpe as it begins regional

growth/expansion. More community–commercial (C4C) partnerships will be formed in
the near future.
Mission: Commercial real estate development
Objectives:
• Revitalization of historic downtown area, establish community–commercial space
• Profitable community partnership with Oasestown Municipality
Goals:
• Construction of centre, including sensitive restoration of historic structures
• Successful marketing of centre to tenants, profitable rental income
• Establish property management franchise model with Oasestown Municipality
Strategies:
• Diversify project portfolio to include historical conservation work
• Establish community development as part of Shawpe brand
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How to Create a
▪ Ask stakeholders to elaborate and clarify their vision or
Holistic
Understanding inputs, including asking the sponsor to clarify the vision
of the Project statement!
▪ Existing agreements may contain initial intentions for, or
describe, a project:
• Contracts with external parties
• Memorandums of understanding (MOUs)
• Service-level agreements (SLAs)
• Letters of agreement or intent
• Verbal agreements
• Communication (especially emails) between key stakeholders
• Statements of work (SOW)

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Refer to Business case:
Business ● A documented economic feasibility study
Case & ● Establishes benefits of project work
Business ● Provides a basis for authorization of further project
Needs activities
Documents.
Business needs documents:
● Identifies high-level deliverables
● A prerequisite of a formal business case
● Describes requirements — what needs creating
and/or performing

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Negotiate and ▪ Interview stakeholders
Agree on Project ▪ Gather expert judgment on technical success criteria
Success Criteria. ▪ Check:
• Organizational (program, operations) key performance
indicators (KPIs)
KEY PERFORMANCE • Lessons learned and historical data
INDICATORS (KPIs) • Quality policy
A set metric used to • User acceptance testing (UAT) requirements
evaluate a project,
an organizational • Reporting and verification criteria for objectives
unit, or a project • Identification of deliverable and objective acceptance
team’s performance criteria for each
against the project
• A definition of done (DoD) may be specified for the project,
vision and in addition to iteration outputs
objectives. KPI can
be time bound.
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Help Everyone ▪ Use interpersonal and leadership “power skills” and open
Understand communication channels with stakeholders and team
the Vision members
Guidelines ▪ Get creative with agile methods!
• A product box exercise to internalize the vision from the
customer’s point of view and emphasize product/project
value
• Example: Here is why Oasestown residents will choose to
spend their time and money at SLC (followed by explanation of
what it offers to customers)
• The XP metaphor technique explains a complex idea in
simple, familiar terms, using common language and
vocabulary
• Example: SLC is the living room of Oasestown!

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Help Everyone
Understand the ▪ PRODUCT BOX EXERCISE: A technique used to explain a
Vision desired solution or outcome. Stakeholders try to describe
aspects of a solution in the same way a marketer might
describe product features and benefits on a box.

▪ XP METAPHOR: A common Extreme Programming (XP)

technique that describes a common vision of how a
program works.

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PRODUCT BOX Example: E-learning Platform
EXERCISE:
A technique used to ● Front of the Box:
explain a desired ○ Name: "LearnHub."
solution or ○ Slogan: "Your Learning, Your Way."
outcome. ○ Image of a laptop with students taking an online course.
Stakeholders try to ● Key Features:
describe aspects of ○ Wide range of courses (tech, business, arts).
a solution in the ○ Interactive quizzes and hands-on projects.
same way a ○ Certification upon completion.
marketer might ○ Personalized learning paths.
○ Mobile-friendly for on-the-go learning.
describe product
● Back of the Box:
features and
○ Benefits: "Upgrade your skills, enhance your career, learn at
benefits on a box.
your pace."
○ Quote: "Education made easy and accessible to everyone."
○ Testimonials: "Flexible, affordable, and engaging."
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XP METAPHOR: A Example:"The Factory" Metaphor for a Manufacturing
common Extreme
Programming (XP) Pipeline System
technique that
● Example: A system that processes data in stages can be
describes a
common vision of compared to a factory production line:
how a program ○ Raw materials represent the initial input data.
works.
○ Machines or workstations along the assembly line
are like different processing units in the system.
○ Conveyor belts symbolize the data flowing from one
stage to another.
○ Finished products represent the final output after
processing is complete.

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Got Agreement on the
Project Agreements?
There is no single way to create a
project charter, but every project
needs to have one!

Once stakeholders and team members

have accepted and can begin to
internalize the project vision and
agreements, it’s time to ensure the
project charter is finalized.

• If there is no formal project

selection process in an
organization, a project professional
may draft the project charter and
review it with the executive sponsor
(and possibly key stakeholders) for
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102
102
102
 A document issued by the project initiator/sponsor or project
manager with executive/stakeholder approval that formally
Project authorizes the existence of a project and provides the project
Charter* manager with the authority to apply organizational resources
to project activities.

What it does and why it’s important:

• Authorizes project
• Enables project manager to apply resources to project
work
• Defines rationale and business need
• Verifies alignment with strategic goals
• Keeps everyone focused on a clear project vision
Sometimes a statement of work can serve as project charter.

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 ● The project charter will look different depending on your
Project organization and the project context and how well-developed
Charter the ideas are. Most practitioners recommend a simple, one-page
document. It includes:
Contents: ○ The names of key players — the sponsor, the project manager,
key stakeholders.
○ The project description, including preliminary requirements and
metrics.
○ Business needs, including financial goals.
○ A summary schedule and milestones.
○ Assumptions, boundaries and constraints, including overall
project risk, project approval requirements and the approved
budget.
○ The business case, including success and exit criteria.
● Assigned Project manager, responsibility, and authority level.
● Name and authority of the sponsor or another person (s)
authorizing the project charter.
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Shawpe Lifestyle Centre Project Charter: Activity

Timeline – 36 months Vision

• Phase 1 (12 months): Complete construction • Revitalize Oasestown
of interior spaces; recruit potential tenants • Form community partnership with Oasestown
• Phase 2 (24 months): Complete exterior • Flagship project before regional expansion
construction; begin interior site occupancy with
identified tenants
Known challenges
• Phase 3 (from 30 months): Transfer property
management to Oasestown partnership • Site in historical conservation zone
• New vendors (glasswork and masonry)
Budget/financing • Physical retail market instability
• Phase 1 capitalization of US $7 million • Resistant key stakeholder (Josie!)
secured • Phase 3 financing???
• $3 million annual revenue from rental income
needed in Phase 2 to finance Phase 3

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ECO Coverage
1.2 Lead a team
• Set a clear vision and mission (1.2.1)
1.8 Negotiate project agreements
• Analyze the bounds of the negotiation for agreement
(1.8.1)
• Assess priorities and determine ultimate objective(s)
(1.8.2)
• Participate in agreement negotiations (1.8.4)
• Determine a negotiation strategy (1.8.5)
1.10 Build shared understanding
• Survey all necessary parties to reach consensus (1.10.2)
• Support outcome of parties’ agreement (1.10.3)
1.12 Define team ground rules
• Communicate organizational principles with team and
external stakeholders (1.12.1)
• Establish an environment that fosters adherence to
ground rules (1.12.2)
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