PMP Training: Resume Session 3

In session 3 of the PMP training, we went through the Chapter 3 The Project Team which is part of the People Domain which represents 42% of the exam.

The chapter has got 6 sections and in each section we had around 5 questions similar to the ones in the real exam.

Chapter 2: Stakeholder

Section 3.1: Team Environment

In this section, we studied the different office types and how the Project Manager should assure the necessary office set-up for the Project Team, and how the set-ups differ from one project to another.

We also went through remote offices which have become a new normal and how PMI considers it of great importance in nowadays virtual and hybrid way of working.

Section 3.2: Acquiring Team

In this section we went through the involvement of the Project Manager in the resourcing/staffing process for the project, starting from preparing the list of required profiles together with the experts, to the coordination with the HR to organize the interviews and the variation of the process in case the resources will be hired internally, externally or through other formats and contracts.

In the Acquiring the Team process, we saw different intervewing and skills assessment techniques that are important for the Project Manager to master and use and how to prepare a training plan for the team. We also saw different practices of working in international environment and how to help colleagues from different backgrounds adjust to the new work environment and culture.

Section 3.3: Leadership and Power Types

I told the training participants that this is the most important section in the entire PMP training because it is about the essence of the role of the Project Manager.

The Project Manager is a leader who should practice leadership to the maximim and that is through casting a vision, listening to the team, using empathy, having integrity and a good influence, being a strategist, empowering the team members and praising them, among many other skills which we saw in this section.

We also studied 10 types of Leadership as well as 15 types of Power which the Project Leader should use according to the situation and the people they’re dealing with, and we focused on the Servant Leadership style.

Section 3.4: Team Collaboration

In this section, we studied very important techniques that will help the team collaborate effectively, be able to coordinate work remotely, and succeed in any role change or new assignment.

We enphasized on the Tuckman Group Development Stages and action and tools to use in each stage.

We also saw different resource organization techniques and resource assignment matrices including the RACI Matrix.

Section 3.5: Motivation Theories

This section is about identifying, understanding and responding to team needs.

The Project Manager should know different motivation techniques so he can figure out which one to use with each team member and understand how intrinsic and extrinsic motivators work effectively with each case separately.

One of the things the Project Manager should be careful about is team turnover and we shared several advices and techniques on how to avoid it.

Section 3.6: Communication and Conflict Resolution

In the PMP exam there are usually around 20 questions about Communication and Conflict Resolution techniques and practices. It is extremely important for the Project Manager to use different communication types and methods to ensure fluid sharing of messages and information, as well as build the Project Communication Plan with the different stakeholders.

Since conflicts are natural and happen all the time in any project, then it is the role of the Project Manager to know the 6 Conflict Resolution techniques and use them in each situation and also teach the team how to use them because one of the conflict resolution techniques is Collaborating which involves people other than the two conflicting parties. The worst conflict resolution technique is withdrawing.

I have informed the training participants that the content in this section applies not only to the team but also to the stakeholders.