PMI-ACP Domain IV: Team Performance v1.0

9/7/19
1
DOMAIN IV
Team Performance
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
Key Topics
• Adaptive leadership
• Adaptive team roles
• Building agile teams
– Self-directing
– Self-organizing
• Burndown/burnup charts
• Caves and common
• Co-location (physical and virtual)
• Developmental mastery models
– Dreyfus (skill acquisition)
– Shu-Ha-Ri (mastery)
– Tuckman (team formation)
2
• Global, cultural and team
diversity
• Osmotic communication
– Co-located teams (proximity)
– Distributed teams (digital tools)
• Tacit (un-written) knowledge
• Team motivation
• Team space
• Training, coaching and
mentoring
– Individual vs team coaching
• Velocity

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Tasks
1. Develop team rules and processes to foster buy-in
2. Help grow team interpersonal and technical skills
3. Use generalizing specialists to maximize flow
4. Empower and encourage emergent leadership
5. Learn team’s motivators and demotivators
6. Encourage communication via co-location and
collaboration tools
7. Shield team from distractions
8. Align team by sharing project vision
9. Encourage team to measure velocity for capacity
and forecasts
3
3 Sub - domains
1. Team Formation
– Establish ground rules
– Create a shared goal of the team members
– Members who posses all the necessary skills (interpersonal
and technical) to deliver the intended outcomes and values
of the project
2. Team Empowerment
– Members can perform as generalizing specialists carrying
out cross-functional tasks.
– Empower team members to make decisions and to lead in
order to create a self-organizing team
– Understand motivators and demotivators of the team and
individuals to ensure high team morale
4

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3 Sub - domains
1. Team Collaboration and Commitment
– Make use of collaboration tools and co-location to
enhance communication within the team and between
team and stakeholders
– Shield the team from external distraction and pressure to
ensure performance.
– Align the goals of the project and the team members with
a shared project vision
– Measure the team velocity by tracking work performance
in previous iterations to allow more accurate forecasts.
5
Team

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Why People Over Processes?
7
1. Processes and tools are simply easier
to describe, explain, and classify than
the trickier topics related to
individuals and interactions. Also, it’s
more difficult to formalize practices
related to individuals and interactions
because people vary so much—in their
skill sets, attitudes, experiences,
perspectives, culture, and so on.
2. based on thousands of completed
projects => if we want to lower costs
and boost performance, we should
focus more time on training, retaining,
and engaging our team than on trying
to improve our processes
Why People Over Processes?
8
• The COCOMO® model was created by reverse engineering
the inputs from thousands of completed software projects
that had a known exact cost è COCOMGII® data that
quantifies the importance of people versus processes
• What’s more important, people or processes? PEOPLE

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Agile Team Roles
• Development Team/Delivery Team
• Product Owner/ Customer/ Proxy Customer/ Value Management
Team/Business Representative
• ScrumMaster/Coach/Team Leader
• Project Sponsor
9
Agile Team Roles
• Development Team/Delivery Team
– Build the product increments, using agile practices and processes.
– Regularly update information radiators to share their progress with
stakeholders.
– Self-organize and self-direct their working process with in an iteration.
– Share their progress with each other in daily stand-up meetings.
– Write acceptance tests for the product increments.
– Test and revise the product increments until they pass the acceptance tests.
– Demonstrate the completed product increment to the customer in the iteration
review meeting
– Hold iteration retrospectives to reflection their process and continually
improve it.
– Perform release and iteration planning, including estimating the stories and
tasks
10

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Agile Team Roles
• Product Owner/ Customer/ Proxy Customer/ Value Management
Team/Business Representative
– Maximizes the value of the product by choosing and prioritizing the product
features.
– Manages the product backlog, making sure that it is accurate, up to date, and
prioritized by business value
– Makes sure the team has a shared understanding of the backlog items and the
value they are supposed to deliver.
– Provides the acceptance criteria that the delivery team will use to prepare
acceptance tests.
– Determines whether each completed product increment is working as intended,
and either accepts it or requests changes (in the iteration review meeting).
– May change the product features and their priority at anytime.
– Facilitates the engagement of external project stakeholders and manages their
expectations.
– Provides the due dates for the project and/or its releases.
– Attends planning meetings, reviews, and retrospectives.(If this role is performed by
a group of people, typically only one or two of them will attend these meetings.)11
Agile Team Roles
• ScrumMaster/Coach/Team Leader
– Acts as a servant leader to the delivery team, helping them improve and
removing barriers to their progress.
– Helps the delivery team self-govern and self-organize ,instead of governing and
organizing them.
– Serves as a facilitator and conduit for communication within the delivery team
and with other stakeholders.
– Makes sure the delivery team’s plan is visible and its progress is radiated to
stakeholders.
– Acts as a coach and mentor to the delivery team.
– Guides the team’s agile process and makes sure their agile practices are being
used properly.
– Helps the product owner manage the product backlog.
– Helps the product owner communicate the project vision, goals, and backlog
items to the delivery team.
– Facilitates meetings(planning, reviews, and retrospectives).
– Follows up on issues raised in stand up meeting store move impediments so
that the team can stay on track.
12

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Agile Team Roles
• Project Sponsor
– Serves as the project’s main advocate within the organization.
– Provides direction to the product owner role (the person or team representing
the business) about the organization’s overall goals for the project.
– Focuses on the big picture of whether the project will deliver the expected
value on time and on budget.
– Is invited to the iteration review meetings to see the product increments as
they are completed, but might not attend.
13
[K&S] Building Agile Teams
• Team: A small number of people with complementary skills
who are committed to a common purpose, performance goals
and approach for which they hold themselves mutually
accountable.
– a small number of people (typically 12 or fewer members
in PMI - ACP)
– complementary skills (cross-functional skills)
– committed to a common purpose
– hold themselves mutually accountable (the team has
shared ownership for the outcome of the project)
14

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Benefits of Generalizing Specialists
15
16

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Characteristics of High-Performing Teams
• Create a shared vision for the team
– This enables the team to make faster decisions and builds trust
• Set realistic goals
• Limit team size to 12 or fewer members
– Small teams are able to communicate face-to-face and support tacit
(unwritten) knowledge
• Build a sense of team identity
• Provide strong leadership
18

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Characteristics of High-Performing Teams
• Lyssa Adkins has also explored high-performance teams and
has identified that they have the following eight
characteristics:
1. self-organizing
2. are empowered to make decisions
3. can solve any problem
4. committed to team success
5. owns its decisions and commitments
6. motivated by trust, instead of fear or anger
7. are consensus-driven (sự đồng lòng), with full divergence and
then convergence
8. are in constant constructive disagreement
19
202
0
Building High Performance Teams

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181
8
Building Empowered Teams
191
9
Building Empowered Teams - Benefits

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High Performing Team vs Low Performing Team
• maximize performance by
– clear and realistic goals
– building trust
– open and honest communication – even
in case of disputes or conflicts
– taking ownership, empowered, self-
organizing
– coaching and mentoring
– choose teammates with complementary
skills to perform all tasks
– sense of belonging (identity)
– limiting each team to have 12 members
or below, break down the team if needed
– make decisions through consensus
(participatory decision model)
– full-time, dedicated members
23
• low performing teams are
– absence of trust
– fear of conflict
– lack of commitment
– avoidance of accountability
– inattention to results
Models of Team Development
• [K&S] Shu-Ha-Ri Model of Skill Mastery
24
Source: Ahmed Sidky

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Shu-Ha-Ri
Applied to Agile team
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri

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Shu-Ha-Ri
Shu-Ha-Ri

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Stage
Iteration
Planning
Release
Planning
Daily stand-up Velocity Retrospectives
Release
frequency
SHU
Team struggles
with the process,
has trouble
defining task &
duration
Team is not
sure what it
will be doing
next iteration
Lots of off-topic
discussion,
resembles a
status meeting
Velocity is
unpredictable,
it's up, it's
down from
sprint to sprint
Team seems to be
going through the
motion on the
Retro
Team struggles
to get working
software out
the door every
sprint
HA
Team is able to
do iteration
planning in a
time box
Team knows
what it will be
working on 2-3
iterations into
the future
Everyone is
participating
and the 3 basic
questions are
being addressed
Velocity growth
trend is
increasing for
three sprints in
a row
Team has positive
discussions
aligned with Agile
Manifesto themes
and values
Most sprints
result in a good
build with
occasional build
issues
RI
Team is
identifying tasks
and durations in
advance and
meeting is fast
and efficient
Team knows
what it will be
working on 3
or more
iterations out
into the future
Executed with
precision,
nothing
extraneous,
transparency &
truth
Velocity growth
trends slows,
levels off, is
consistent &
predictable
Team is instituting
meaningful
process
improvement
every sprint
Every sprint
results in a good
build of working
software, no
exceptions
Shu-Ha-Ri
Using Shu-Ha-Ri inAgile
Source: http://agilean.dk/agile-maturity-model-shu-ha-ri/
SHU HA RI
1. Customer focused 1. Satisfy focused 1. Delight customer
2. Welcome changes 2. Embrace changes 2. Seek changes
3. Deliver regularly 3. Deliver frequently 3. Deliver continuously
4. Engage business people 4. Being a hole team 4. Live as a hole team
5. Hire the right people 5. Motivate people 5. Trust people
6. Talk face-to-face 6. Talk mind-to-mind 6. Talk heart-to-heart
7. Measure output 7. Measure working software 7. Measure value delivered
8. Maintained pace 8. Maintained pace indefinitely 8. Maintained pace and rhythm
9. Quality focused 9. Excel at quality 9. Excel at quality & get things done
10. Keep it simple 10. Less is more 10. Simplicity is the ultimate
sophistication
11. Self-organizing team 11. Delegation board 11. Remove management
12. Team retrospective 12. Personal retrospective 12. Company retrospective

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• [K&S] Dreyfus Model of Adult Skill Acquisition
31
• [K&S] Tuckman Model of Team Formation and Development
32

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313
1
Team Stages and Team Performance
Servant Leadership

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44
Agile Servant Leadership
Servant leadership can be most likely associated with the participative
management style
Philosophy and practice of leadership, coined and defined by
RobertK. Greenleaf
55
Agile Servant Leadership
Ø Everything we do as Agile leaders is within the context ofservant
leadership
Ø We change our behaviors to meet our team’s needs while modeling
collaboration, trust, empathy (đồng cảm), and ethical use of power.
Ø We practice deep listening, self awareness, and commitmentto others.

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66
Characteristics of a Servant Leader
1. Listening
2. Empathy
3. Healing
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the growth of people
10.Building community
77
Scrum Master as a Servant Leader
Scrum Master is the leader – NOT the “Boss” or the “Manager” of the
team (aka Servant Leader)

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[T&T] Adaptive Leadership
39
[K&S] Team Motivation
40
• A person’s position on this continuum is based on their level
of motivation—so we can think of efforts to motivate people
as the art of encouraging them toward the right-hand side of
this range

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• Motivating individuals, we can also approach motivation in terms of the
entire team (CockBurn)
• If the team members’ individual motivations are personal and
have no alignment toward the project goal, then the overall
team vector (direction and speed) is likely to be small and not
well directed toward the project goal, as shown below
41
• To achieve this alignment, we
need to discover and fully
understand the personal
motivators of the team members
and the motivators for the team
as a group
• using techniques like one-on-one
interviews
• It is important to do things like
celebrating victories as a team
and coming up with whole-team
rewards, rather than giving
individual rewards for discrete
pieces of project work. We need
to promote the “mutually
accountable” aspect of teamwork
42

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151
5
Team Motivation
[K&S] Training, Coaching, and Mentoring
• Trainer
• Coach
• Mentor
44

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• Coaching: help the team members stay on track, overcome
issues, and continually improve their skills
45
• Lyssa Adkins outlines the following guidelines for one-on-one
coaching:
1. Meet them a half-step ahead
• Don’t try to push people directly to the end point. Instead, coach
them so that they move toward the end goal and take the next
step from where they are now.
2. Guarantee safety
3. Partner with managers
• team members’ project contributions are reported appropriately
to their functional managers
4. Create positive regard
• We might not personally like every individual we coach, but we do
have to help them equally
46

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Creating Collaborative Team Spaces
• Co-location
• Team space
• Osmotic communication
• Distributed team
47
101
0
[K&S] Co-Located (Co-Location) Teams

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[T&T] Team Space
• The team space should also be
supplied with the following tools and
equipment
– White boards and task boards
– Sticky notes, sticky paper,
flipcharts
– Round table with screen/laptop
– Video conferencing capability
– No barriers to face-to-face
communication
–Food, snacks, and toys!
49
99
Team Space

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[T&T] Osmotic Communication
• Osmotic communication refers to the useful information that
flows between team members who are working in close proximity
to each other as they overhear each other’s conversations
• To improve their osmotic communication we want to get people
sitting and working closely together with few barriers between
them.
51
121
2
[T&T] Osmotic Communication

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131
3
Osmotic Communication - Disadvantages
[K&S] Global, Cultural and Team Diversity
• Different time zones
• Different cultures
• Different communication styles
• Different native languages
54

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Tabaka’s model for high-performing team
• self-organization
• empowered to make decision
• belief in vision and success
• committed team
• trust each other
• participatory decision making
• consensus-driven
• construction disagreement
55
The Eve Dysfunctions (rối loạn) of a Team of Patrick Lenrioni
• Absence of trust: Team members are unwilling to be
vulnerable within the group.
• Fear of conflict: The team seeks artificial harmony over
constructive, passionate debate.
• Lack of commitment: Team members don’t commit to
group decisions or simply feign agreement with them.
• Avoidance of accountability: Team members duck the
responsibility of calling person counter productive
behavior or low standards.
• In attention to results: Team members prioritize their
individual needs, such as personal success, status, or
ego, before team success.
56

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111
1
Distributed Teams
111
1
Distributed Teams
• Video conferencing, live chat, Skype
• Interactive whiteboards
• Instant messaging(IM) and VoIP (Voice over Internet Protocol)
headsets
• Presence-based applications
• Electronic task boards and story boards
• Web-based meeting facilitators; Survey applications
• Agile project management software
• Virtual card walls; Smart boards; Digital cameras
• Wiki sites, document management tools, and collaboration
websites
• Automated testing tools, automated build tools, and traffic-
light-type signals
• CASE tools

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> Joe Test: 12 Steps to Better
1. Do you use source control?
2. Can you make a build in one step?
3. Do you make daily builds?
4. Do you have a bug database?
5. Do you fix bugs before writing new code?
6. Do you have an up-to-date schedule?
7. Do you have a spec?
8. Do programmers have quiet working conditions?
-
9. Do you use the best tools money can buy? -
10. Do you have testers?
11. Do new candidates write code during their
interview?
12. Do you do hallway usability testing?
59
https://www.joelonsoftware.com/2000
/08/09/the-joel-test-12-steps-to-better-
code/
Tracking Team Performance

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Burn Charts
• Make the team’s progress visible at a glance
• Forecast when the project (or a release within the project) will be complete
• Burndown charts show the estimated effort remaining on the project
• Burnup charts show the features that have been delivered already
61
[T&T] Burnup Charts
62

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Cumulative Flow Diagram
63
• We can add work in progress to our burnup chart to track both
work started and work completed. When we do that, we create a
cumulative flow diagram (CFD)
[T&T] Velocity / Capacity
64

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References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
65
Thank you for your attention!
66

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Thiết lập mục tiêu trong đội theo nguyên tắc SMART
Thiết lập mục tiêu theo nguyên tắc SMART
Cụ thể
Rõ ràng
Dễ hiểu
Có thể
đo
lường
Có thể
đạt
được
Có
liên
quan
Xác định rõ
thời gian
thực hiện
Specific Measurable Action oriented Realistic Time limited
Phương pháp giải quyết xung đột
Mục tiêu
đạt được
Thỏa hiệp
Rất
quan trọng
Ít quan trọng
Rất
quan trọng
Cộng tác
Đối đầu
Điều chỉnh
Tránh né
Quanhệ

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Xác định Tính cách thành
viên trong đội bang
phương pháp Keirsey
Rèn luyện kỹ năng lắng nghe
3R của việc lắng nghe hiệu quả
1. Nhận (Receive)
- Chuẩn bị
- Yên lặng
- Đừng vội vàng
- Ghi chép
2. Suy nghĩ (Reflect)
- Nghĩ về những gì bạn
đang nghe
- Phân tích những gì
đang nghe
- Giữ suy nghĩ khách
quan
3. Nhắc lại
(Rephrase)
Sử dụng ngôn
ngữ của bạn để
nhắc lại những gì
bạn hiểu

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Rèn luyện kỹ năng lắng nghe
v Bảy cách lắng nghe hiệu quả
Ngừng công việc đang làm
Giữ im lặng trong lúc lắng ngheNghe tất cả trước khi phản ứng
Duy trì
giao tiếp mắt
Cảm nhận cảm xúc
của người đang nói
Ghi chú Tập trung và quan
tâm đến người nói
Lắng nghe
hiệu quả
THÁP NHU CẦU CỦA MASLOW
ĐỘNG LỰC DỰA TRÊN NHU CẦU
Sinh lý
Thức ăn, nước
uống, quần áo,..
An toàn
An toàn trong
công việc
Xã hội
Thành viên, quan
hệ, tổ, nhóm, đoàn
hội
Tôn trọng
Địa vị, danh vọng,
được tôn trọng
Tự khẳng định
Làm những điều mong
muốn

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37
THUYẾT HAI NHÂN TỐ
Nhân tố duy trì
•Lương
•Phúc lợi
•Điều kiện làm việc
•Giám sát
•Chính sách
•Quan hệ công việc
Nhân tố thúc đẩy
•Thành tựu
•Sự công nhận
•Thích công việc
•Trách nhiệm
•Sự thăng tiến
•Sự phát triển
Hoàn toàn bất mãn Hoàn toàn thoả mãnTrung lập
Nhân tố ngăn cản sự bất mãn Nhân tố thúc đẩy sự thoả mãn
MỞ ẨN
73
SỰ KỲ VỌNG
SỰ ĐỘNG VIÊN =
Tin rằng nỗ lực sẽ
đạt được kết quả
x
Tin rằng kết quả
sẽ được đãi ngộ
Đãi ngộ sẽ
xứng đángx
Nỗ lực Kết quả Đãi ngộ
Kỳ vọng 1 Kỳ vọng 2
“Con người hành động nhằm tối đa hoá sự thưởng công”
Kỳ vọng 3
M = K1 * K2 * K3
74

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NHÂN SỰ HƯỚNG TỚI 5C
Chia sẻ nhận thức
– Common
understanding
Làm rõ các kỳ vọng
– Clear
expectations
Tính tuân thủ -
Compliance
Sự cam kết –
Commitment
Năng lực -
Capability
75
(Carrig, 2002)
PHONG CÁCH PAEI
• PRODUCER
• ADMINISTRATOR
• ENTREPRENEUR
• INTEGRATOR
76

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MÔ HÌNH MỨC ĐỘ SẴN SÀNG CỦA CẤP DƯỚI
Thấp
Cao
Cao
Tập trung vào công việc
Tậptrungvàoconngười
77
Thank you for your attention!
78

PMI-ACP Domain IV: Team Performance v1.0

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