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Project Management Professional Study Notes

Team Building & Development

Creating and developing effective project teams

Domain Weight

The People domain represents 42% of the exam - the largest domain. Focus on servant leadership, emotional intelligence, and team dynamics.

Tuckman's Team Development Model

Stage	Characteristics	PM Role
Forming	Team meets, explores boundaries, polite but uncertain	Direct, establish clear goals
Storming	Conflict emerges, power struggles, frustration	Coach, facilitate resolution
Norming	Team establishes norms, cooperation increases	Support, delegate more
Performing	High productivity, self-managing, synergy	Empower, minimal intervention
Adjourning	Project ends, team disbands, transition	Recognize, facilitate closure

Team Building Activities

Ground Rules

Establish team agreements on communication, meetings, decision-making, and conflict resolution.

Co-location

Physical or virtual "war rooms" to improve communication and team cohesion.

Team Charter

Document team values, communication guidelines, and meeting protocols.

Recognition

Acknowledge achievements, celebrate milestones, reward collaboration.

Virtual Team Considerations

Establish overlapping work hours for synchronous communication
Use collaboration tools effectively (video, shared documents)
Build trust through regular check-ins and face time
Be mindful of cultural differences and time zones
Create virtual team building opportunities

Exam Focus Areas

Teams in Storming stage need PM coaching and conflict facilitation
Performing teams require minimal direction - empower them
Virtual teams need MORE communication, not less
Diverse teams bring innovation but need inclusive leadership

Leadership Styles & Emotional Intelligence

Adapting leadership to project needs

Situational Leadership Model

Style	When to Use	Characteristics
Directing (S1)	Low competence, high commitment	High task, low relationship focus
Coaching (S2)	Some competence, low commitment	High task, high relationship focus
Supporting (S3)	High competence, variable commitment	Low task, high relationship focus
Delegating (S4)	High competence, high commitment	Low task, low relationship focus

Leadership vs Management

Leadership

Vision, inspiration, motivation, change, innovation, long-term focus, people-centric

Management

Planning, organizing, controlling, efficiency, stability, short-term focus, task-centric

Emotional Intelligence (EQ)

Component	Description	Application
Self-Awareness	Understanding own emotions	Recognize triggers, biases
Self-Regulation	Managing emotions effectively	Stay calm under pressure
Motivation	Internal drive to achieve	Model persistence and optimism
Empathy	Understanding others' emotions	Active listening, perspective-taking
Social Skills	Managing relationships	Build rapport, resolve conflicts

Servant Leadership

Modern PMP emphasizes servant leadership - putting team needs first:

• Remove obstacles and impediments

• Shield team from distractions

• Facilitate rather than dictate

• Develop team members' capabilities

Exam Focus Areas

PMI favors servant leadership and collaborative approaches
Use directing style only for urgent situations or new team members
EQ is often more important than IQ for project success
Match leadership style to team member's development level

Conflict Resolution Strategies

Managing and resolving project conflicts

Conflict Resolution Techniques

Technique	Description	When to Use	Win/Lose
Collaborate/Problem-Solve	Work together for win-win	Time available, relationship important	Win-Win
Compromise	Each party gives something	Equal power, temporary solution needed	Lose-Lose (partial)
Smooth/Accommodate	Emphasize agreement, downplay differences	Preserve relationship, minor issue	Lose-Win
Force/Direct	Push one viewpoint, use power	Emergency, must act quickly	Win-Lose
Withdraw/Avoid	Retreat from conflict	Cooling off needed, trivial issue	Lose-Lose

PMI's Preferred Approach

Collaborate/Problem-Solve is almost always the best answer on the exam.

It addresses root causes and creates lasting solutions while maintaining relationships.

Sources of Conflict (Most to Least Common)

1. Schedules - Deadline pressures, activity sequencing
2. Project Priorities - Differing views on what's important
3. Resources - Competition for people, equipment, budget
4. Technical Opinions - Disagreements on approach
5. Administrative Procedures - How to do things
6. Cost - Budget allocation disputes
7. Personality - Interpersonal issues

Conflict Prevention Strategies

Clear Expectations

Define roles, responsibilities, and deliverables upfront

Open Communication

Encourage transparency and regular feedback

Ground Rules

Establish team norms for behavior and decision-making

Early Intervention

Address issues before they escalate

Exam Focus Areas

Conflict is NATURAL and can be beneficial (leads to better solutions)
Address conflict early - it's easier to resolve when small
Focus on issues, not personalities
Private conversations for personal issues, team discussions for work issues

Stakeholder Management

Identifying, analyzing, and engaging stakeholders

Stakeholder Engagement Process

Identify: Find all individuals/groups affected by or affecting the project
Analyze: Assess interests, influence, expectations, and potential impact
Plan: Develop strategies to engage each stakeholder effectively
Engage: Communicate and work with stakeholders throughout the project
Monitor: Track engagement levels and adjust strategies

Power/Interest Grid

Quadrant	Power	Interest	Strategy
Manage Closely	High	High	Regular communication, involve in decisions
Keep Satisfied	High	Low	Keep informed, address concerns promptly
Keep Informed	Low	High	Regular updates, consider input
Monitor	Low	Low	Minimal effort, periodic checks

Stakeholder Engagement Levels

Unaware

Does not know about project or impacts

Resistant

Aware but opposes the project

Neutral

Aware but neither supportive nor resistant

Supportive

Aware and supports the project

Leading

Actively engaged and advocating

Key Stakeholders

• Sponsor: Provides funding, support, and decisions

• Customer: Receives the project deliverables

• Functional Managers: Provide resources

• PMO: Governance and standards

Exam Focus Areas

Stakeholder register is a living document - update continuously
Move stakeholders from current to desired engagement level
Never ignore resistant stakeholders - engage and address concerns
Sponsors need regular updates even if supportive

Project Management Professional Study Notes

Team Building & Development

Creating and developing effective project teams

Domain Weight

The People domain represents 42% of the exam - the largest domain. Focus on servant leadership, emotional intelligence, and team dynamics.

Tuckman's Team Development Model

Stage	Characteristics	PM Role
Forming	Team meets, explores boundaries, polite but uncertain	Direct, establish clear goals
Storming	Conflict emerges, power struggles, frustration	Coach, facilitate resolution
Norming	Team establishes norms, cooperation increases	Support, delegate more
Performing	High productivity, self-managing, synergy	Empower, minimal intervention
Adjourning	Project ends, team disbands, transition	Recognize, facilitate closure

Team Building Activities

Ground Rules

Establish team agreements on communication, meetings, decision-making, and conflict resolution.

Co-location

Physical or virtual "war rooms" to improve communication and team cohesion.

Team Charter

Document team values, communication guidelines, and meeting protocols.

Recognition

Acknowledge achievements, celebrate milestones, reward collaboration.

Virtual Team Considerations

Establish overlapping work hours for synchronous communication
Use collaboration tools effectively (video, shared documents)
Build trust through regular check-ins and face time
Be mindful of cultural differences and time zones
Create virtual team building opportunities

Exam Focus Areas

Teams in Storming stage need PM coaching and conflict facilitation
Performing teams require minimal direction - empower them
Virtual teams need MORE communication, not less
Diverse teams bring innovation but need inclusive leadership

Leadership Styles & Emotional Intelligence

Adapting leadership to project needs

Situational Leadership Model

Style	When to Use	Characteristics
Directing (S1)	Low competence, high commitment	High task, low relationship focus
Coaching (S2)	Some competence, low commitment	High task, high relationship focus
Supporting (S3)	High competence, variable commitment	Low task, high relationship focus
Delegating (S4)	High competence, high commitment	Low task, low relationship focus

Leadership vs Management

Leadership

Vision, inspiration, motivation, change, innovation, long-term focus, people-centric

Management

Planning, organizing, controlling, efficiency, stability, short-term focus, task-centric

Emotional Intelligence (EQ)

Component	Description	Application
Self-Awareness	Understanding own emotions	Recognize triggers, biases
Self-Regulation	Managing emotions effectively	Stay calm under pressure
Motivation	Internal drive to achieve	Model persistence and optimism
Empathy	Understanding others' emotions	Active listening, perspective-taking
Social Skills	Managing relationships	Build rapport, resolve conflicts

Servant Leadership

Modern PMP emphasizes servant leadership - putting team needs first:

• Remove obstacles and impediments

• Shield team from distractions

• Facilitate rather than dictate

• Develop team members' capabilities

Exam Focus Areas

PMI favors servant leadership and collaborative approaches
Use directing style only for urgent situations or new team members
EQ is often more important than IQ for project success
Match leadership style to team member's development level

Conflict Resolution Strategies

Managing and resolving project conflicts

Conflict Resolution Techniques

Technique	Description	When to Use	Win/Lose
Collaborate/Problem-Solve	Work together for win-win	Time available, relationship important	Win-Win
Compromise	Each party gives something	Equal power, temporary solution needed	Lose-Lose (partial)
Smooth/Accommodate	Emphasize agreement, downplay differences	Preserve relationship, minor issue	Lose-Win
Force/Direct	Push one viewpoint, use power	Emergency, must act quickly	Win-Lose
Withdraw/Avoid	Retreat from conflict	Cooling off needed, trivial issue	Lose-Lose

PMI's Preferred Approach

Collaborate/Problem-Solve is almost always the best answer on the exam.

It addresses root causes and creates lasting solutions while maintaining relationships.

Sources of Conflict (Most to Least Common)

1. Schedules - Deadline pressures, activity sequencing
2. Project Priorities - Differing views on what's important
3. Resources - Competition for people, equipment, budget
4. Technical Opinions - Disagreements on approach
5. Administrative Procedures - How to do things
6. Cost - Budget allocation disputes
7. Personality - Interpersonal issues

Conflict Prevention Strategies

Clear Expectations

Define roles, responsibilities, and deliverables upfront

Open Communication

Encourage transparency and regular feedback

Ground Rules

Establish team norms for behavior and decision-making

Early Intervention

Address issues before they escalate

Exam Focus Areas

Conflict is NATURAL and can be beneficial (leads to better solutions)
Address conflict early - it's easier to resolve when small
Focus on issues, not personalities
Private conversations for personal issues, team discussions for work issues

Stakeholder Management

Identifying, analyzing, and engaging stakeholders

Stakeholder Engagement Process

Identify: Find all individuals/groups affected by or affecting the project
Analyze: Assess interests, influence, expectations, and potential impact
Plan: Develop strategies to engage each stakeholder effectively
Engage: Communicate and work with stakeholders throughout the project
Monitor: Track engagement levels and adjust strategies

Power/Interest Grid

Quadrant	Power	Interest	Strategy
Manage Closely	High	High	Regular communication, involve in decisions
Keep Satisfied	High	Low	Keep informed, address concerns promptly
Keep Informed	Low	High	Regular updates, consider input
Monitor	Low	Low	Minimal effort, periodic checks

Stakeholder Engagement Levels

Unaware

Does not know about project or impacts

Resistant

Aware but opposes the project

Neutral

Aware but neither supportive nor resistant

Supportive

Aware and supports the project

Leading

Actively engaged and advocating

Key Stakeholders

• Sponsor: Provides funding, support, and decisions

• Customer: Receives the project deliverables

• Functional Managers: Provide resources

• PMO: Governance and standards

Exam Focus Areas

Stakeholder register is a living document - update continuously
Move stakeholders from current to desired engagement level
Never ignore resistant stakeholders - engage and address concerns
Sponsors need regular updates even if supportive